The Role of Training in Total Quality Implementation

Walley, Paul; Kowalski, Emil

doi:10.1108/03090599210008644

Cited by 14 publications

(6 citation statements)

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“…Training and development to support TQM would seem to be essential to its successful implementation and operation (Walley and Kowalski, 1992;Motwani et al, 1994), some even describe it as``critical'' (Bakka, 1998) or a``cornerstone'' (Kiesow, 1996;Control Engineering, 1998). Nevertheless, the limited survey research that exists suggests that such training is far from universal.…”

Section: Introductionmentioning

confidence: 99%

Quality training: findings from a European survey

Mathews

Ueno²,

Periera

et al. 2001

The TQM Magazine

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Quality management is an essential part of an organisation's competitive strategy. The training that underpins quality management determines the likely effectiveness of the quality initiatives undertaken. This article details the findings of a questionnaire survey into the training provided to support quality management. A total of 450 responses are analysed. Findings from the UK, Portugal and Finland are compared to identify differences in national practice. Training provision is definitely focused at quality staff, but even with this group training in many of the traditional quality tools is denied to one third. The area in which training is given consistently concerns awareness, systems and standards. This confirms that much of the emphasis within the sample base is on working to a quality system rather than necessarily embracing the message of quality. Training methods tend to be traditional, with little impact evident of the hi-tech revolution. Nevertheless, there is a spread of approaches considered effective with no single approach dominating the field. While external short courses rank top in all areas, the incidence is never in excess of one-third.

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Section: Introductionmentioning

confidence: 99%

Quality training: findings from a European survey

Mathews

Ueno²,

Periera

et al. 2001

The TQM Magazine

View full text Add to dashboard Cite

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“…Middle managers and quality specialists receive most quality-related training". Furthermore, effective TQM implementation calls for a training policy, which will be part of the overall quality strategy and aims at improving the necessary skills for continuous quality improvement (Brown, 1994;Marchington, Dale, & Wilkinson, 1993;Patel, 1993;Walley & Kowalski, 1992). According to Motwani, Frahm, & Kathawala (1994), the future of training on issues related to quality should emphasise better training evaluation processes.…”

Section: The "Soft" Side Of Tqmmentioning

confidence: 99%

Understanding Total Quality Management in Context: Qualitative Research on Managers’ Awareness of TQM Aspects in the Greek Service Industry

Psychogios

Priporas

2015

TQR

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This study addresses managers’ awareness and familiarity with Total Quality Management (TQM). Eighteen (18) semi-structured, in-depth interviews were conducted with managers working in a variety of service organizations in Greece. The major argument of the study is that although the acronym TQM and some of its concepts and practices are known by a range of public and private sector managers, actual awareness of its “soft” side is often superficial, and managers have a relatively poor understanding of it. TQM is neither resisted nor directly absorbed by them, but they tend to see it from the technical point of view, being aware only of the importance of its “hard” aspects.

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“…Mathews et al (2001) found that "top managers and shopfloor workers receive more training in the areas of "soft" quality tools, quality awareness and customer focus than in statistical approaches. Furthermore, effective TQM implementation calls for a training policy, which will be part of the overall quality strategy and aiming at improving the necessary skills for continuous quality improvement (Walley and Kowalski, 1992;Patel, 1993). According to Motwani et al (1994) the future of training on issues related to quality should emphasize better training evaluation processes.…”

Section: Managers' Awareness Of Tqmmentioning

confidence: 99%

Assessing managers' awareness of TQM

Vouzas

Psychogios²

2007

The TQM Magazine

109

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Purpose -The aim of the paper is to analyze the rationale and the development of a measure that can be used in assessing managerial awareness and understanding of the concept of total quality management (TQM) within organizations. Design/methodology/approach -A total of nine "soft" concepts of TQM were identified among the leading literature in quality management. The awareness of each one of these items was investigated among nearly 400 managers. The quantitative evidence was further analyzed by factor analysis and reliability tests. Findings -The statistical analysis provided a distinctive and consistent, statistical measurement of the "soft" side of TQM. This measure consists of three items: continuous improvement and training, total employee empowerment and involvement and quality driven culture, which represent the whole concept of TQM approach.Research limitations/implications -The separate measurement of the "soft" side of TQM can result in a loss of information. It can be argued, however, that this measure can offer information of possibly different facets of a single phenomenon such as TQM. Originality/value -Whilst, the technical ("hard") aspects of TQM are well documented and clearly measured, there is a general disagreement of what exactly composes the philosophical ("soft") side of TQM. This disagreement provokes a major methodological problem with TQM being associated with the statistical measurement of its principles and concepts, which synthesize its whole theory. Thus, this study analyzes the method, which was used to develop a potential quantitative measure of the "soft" side of TQM that could be adopted in assessing managers' awareness of it.

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The Role of Training in Total Quality Implementation

Cited by 14 publications

References 0 publications

Quality training: findings from a European survey

Quality training: findings from a European survey

Understanding Total Quality Management in Context: Qualitative Research on Managers’ Awareness of TQM Aspects in the Greek Service Industry

Assessing managers' awareness of TQM

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