Total quality management in Indian industries: relevance, analysis and directions

Abstract

Purpose -The purpose of this paper is to analyze the various factors important for total quality management implementation in various manufacturing organizations and to assess their relevance for Indian manufacturing organizations. Design/methodology/approach -A literature review was conducted for important factors and a survey approach was used to collect relevant data from industries. Further data were used to establish a model. Findings -It is shown that customer focus must be the prime objective for various industries to achieve total quality management. All the factors must be used systematically to achieve total quality management (TQM) and it can be done efficiently by using a model having four phases to implement TQM. Originality/value -The paper will be useful for manufacturing as well as service industries that are in the starting phase of TQM implementation or have already failed to implement TQM at their works.

Structural equations modelling for relational analysis of JIT performance inmaquiladorasector

“…reworking (10) Cai-feng (2009), Ebrahtmpour and Schonberger (1984), Flynn, Schroeder, and Sakakibara (1995), Garg, Deshmukh, and Kaul (1996);) Garg and Deshmukh (1999), Hall (1983), Kumar and Garg (2004), Shah and Ward (2003), Singhvi (1992) and Vrat, Mittal, and Tyagi (1993) Improved quality of the product (10) Ajit (1989), Dutton (1990), Flynn, Schroeder, and Sakakibara (1995), Hall (1983), Kumar and Garg (2004), Kumar, Garg, and Mehta (2001), Priestman (1985), Vrat, Mittal, and Tyagi (1993) and Voss (1990) Greater innovation (10) Avittathur and Swamidass (2007), Cai-feng (2009), Dal Pont, Furlan, and Vinelli (2008), Dean and Snell (1996), Hall (1983), Kumar and Garg (2004), Kumar, Garg, and Mehta (2001), Lawrence and Hottenstein (1995), McKone, Schroeder, and Cua (2001), Shah and Ward (2003) and Yasin, Small, and Wafa (2003) Greater workforce motivation (8) Balakrishnan, Linsmeier, and Venkatakchalam (1996), Dean and Snell (1996), Dutton (1990), Garg and Deshmukh (1999), Hall (1983), Singh and Bhandarkar (1996), Voss (1990) and Yasin, Small, and Wafa (2003) Re...…”

Depiction of Total Quality Management during a Span of 2003-2013

“…In the reviewed papers, elements used are categorized as such: [36] 2008 TQM is typically defined as a system of practices with overarching or systematic impact on company practices and performance Agus and Hassan [16] 2009 TQM is a concept based on continuous improvement Leng [17] 2009 TQM is not simply a set of tools and techniques but a holistic quality approach combining human and technical elements Kumar et al [18] 2009 TQM is considered as an important improvement tool for quality and business performance Chen and Chen [39] 2009 TQM is a managerial method for improving competitive ability and management techniques on promoting a firm's main viable capability Dakic [19] 2010 TQM as a management philosophy that includes a set of tools and processes, which outputs bring consumer satisfaction and continuous improvement Srinivasu et al [38] 2010 TQM is a systems approach to management that aims to enhance value to customer Thamizhmanii and Hasan [37] 2010 TQM is a management technique and a systematic approach to quality, process improvement to delight the customers Kumar et al [20] 2011 TQM is a modern management philosophy and a journey, not a destination. TQM is a systematic management approach and is a way of managing the industries Agus and Hassan [21] 2011 TQM provides a vision Brun [22] 2011 TQM is an integrated practice Ahuja [23] 2012 TQM has emerged as a customer-centric approach encompassing a set of management policies Koilakuntlaa et al [40] 2012 TQM is considered as an important quality and business performance improvement tool Naghshbandi et al [41] 2012 TQM is a management method to improve productivity and efficiency leading to top quality Kaur et al [24] 2013 TQM is an approach that seeks to improve quality and performance TQM: Total quality management…”

Efficacy appraisal model of TQM elements in auto industry in India

“…The calculated value of Cronbach's alpha was found to be 0.901. As Cronbach's alpha coefficient of 0.70 or above is considered adequate for the reliability of the survey data (Kumar et al, 2009). Therefore, value 0.901 reflected strong evidence that the questionnaire responses were reliable, stable and consistent.…”

“…The importance of TQM as an effective pillar for achieving manufacturing excellence status cannot be denied (Sharma and Kodali, 2008). TQM is an important improvement and generic management tool for quality and business performance, equally applicable in public and service sector (Kodali, 2003;Garg et al, 2005Garg et al, , 2006Kumar et al, 2009). TQM is measured as an approach, a philosophy and a critical determinant by most intended to improve stakeholders' welfare and quality (Al-Hawary and Abu-Laimon, 2013;Gupta et al, 2014b).…”