Total quality management (TQM) movement in public health

Jarrett, Jeffrey E.

doi:10.1108/ijqrm-12-2013-0193

Cited by 11 publications

(6 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Considering the size, SMEs have more simple process compared to large enterprises (Aamer et al , 2017; Maistry et al , 2017; Teixeira et al , 2015). Informal quality assurance system of SMEs have made regular monitoring system and benchmarking of current process much difficult (Aamer et al , 2017; Jarrett, 2016). However, knowledge about the cost of poor quality is very little in SMEs compared to large industries (Van Schoten et al , 2016; Teixeira et al , 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries

Talapatra

Uddin

2019

BIJ

111

102

View full text Add to dashboard Cite

Purpose The purpose of this paper is to investigate the relative importance of different total quality management (TQM) implementation barriers in the context of Readymade Garment (RMG) industries in Bangladesh. Present study has developed a hierarchical framework of several TQM barriers to assess their importance. Expert opinions from RMG industries have been taken to evaluate the importance of one barrier over another. Design/methodology/approach Methodology adopted in this study to find out the rank of different TQM barriers is fuzzy analytic hierarchy process. Findings The study shows that, according to order, inappropriate planning of TQM implementation program, lack of financial support, lack of employee training, lack of empowerment of employees, lack of sufficient physical resources, etc. are critical barriers and hampering the successful implementation of TQM program in this sector. Research limitations/implications This study has both theoretical and practical implications. It has found out strong and weak contribution of different barriers during TQM implementation. Therefore, this finding will strengthen the knowledge of successful implementation of TQM and will further enrich the existing literature in the context of manufacturing industries in developing countries. Moreover, this finding will also help the decision makers in preparing an effective plan for successful implementation of TQM by utilizing limited resources. Practical implications Moreover, our results will aid the managers of RMG sector to find the weight of importance of different barriers. Accordingly, they will make a plan to overcome the major TQM barriers which will increase the success rate of TQM implementation. Every Successful program will bring business excellence. These findings could be a guideline for TQM implementation program in developing countries. Originality/value Present study possesses some significant values. First, so far our knowledge go, no other study has developed a hierarchical structure of TQM barrier on the basis of overall change needed within the organization for TQM implementation. Second, this study could be a good guideline for TQM implementation program in RMG sector in developing countries.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries

Talapatra

Uddin

2019

BIJ

111

102

View full text Add to dashboard Cite

show abstract

“…For other researchers (Aladwan and Forrester, 2016;Giaccio, 2013;Vanichchinchai and Igel, 2011;Weckenmann et al, 2015), TQM is a management philosophy that encompasses the entire organization activities to reach operational excellence. The interesting substance of TQM is the concept of total quality in achieving the goals of organization, such as top management commitment, gradual principle in achieving quality, continuous improvement, commitment refraction of top management in the cultivation of culture, and work ethic in all organizational lines ( Jarrett, 2016). Empirical studies reported various benefits of TQM implementation including among others improvement in productivity and efficiency, improved employee morale, better market shares, quality improvement, cost savings, improved financial performance, an increase in employee performance, and competitive advantages (Mosadeghrad, 2015;Sadikoglu and Zehir, 2010;Weckenmann et al, 2015;Zairi, 2013).…”

Section: Introductionmentioning

confidence: 99%

Assessment of TQM implementation level in Palestinian healthcare organizations

Baidoun

Salem

Omran

2018

TQM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to assess the level of total quality management (TQM) implementation in Palestinian governmental and non-governmental hospitals using the Malcolm Baldrige National Quality Award (MBNQA) framework. Design/methodology/approach The study is based on collecting data using a survey questionnaire that was designed according to the MBNQA criteria. In total, 363 questionnaires from governmental and non-governmental hospitals operating in Gaza Strip were analyzed to assess the level of TQM implementation level in all hospitals (governmental and non-governmental). Findings The main results of this study indicate that Palestinian hospitals operating in Gaza Strip perform at a relatively acceptable level. Comparing results shows that the performance of non-governmental hospitals is better with higher degree of TQM implementation than the governmental hospitals. Detailed analysis identifies improvement opportunities-related specific aspects of the human resources focus and the performance results. Research limitations/implications Although this study has collected data from one Palestinian Territory, the Gaza Strip, it still identifies the critical factors and practices for TQM implementation within the Palestinian healthcare organizations to improve performance. Practical implications This paper suggests that business excellence models such as the MBNQA criteria can be used to assess the level of implementation of quality practices and identify the strengths and weaknesses to improve the quality of service delivery, processes, and performance of hospitals. Originality/value Despite the widespread use of TQM in the developed countries, little attention has been placed to implement and assess the quality initiatives by organizations in the developing countries and even fewer in low-income Arab countries (Aamer et al., 2017; Øvretveit and Al Serouri, 2006). In addition, a very few number of studies in reference to the assessment of TQM implementation in the Palestinian context, in general, and in healthcare organizations, in particular, highlight the need for this study. To move the field in that direction, the goal of this research was to assess the level of TQM implementation in the healthcare organizations (mainly hospitals) in Gaza Strip (one of the least fortunate areas of the Palestinian-occupied territories) where no prior similar research studies could be found. Therefore, this study contributes to filling this gap in the literature by providing empirical assessment of TQM level of implementation in Gaza Strip hospitals.

show abstract

“…TQM контролирует все процессы преобразования организации, чтобы лучше удовлетворять потребности клиентов наиболее экономичным способом (Andersen HV, et al, 2004). Три принципа, которые характеризуют TQM, -это ориентация на клиента, постоянное совершенствование и тимбилдинг (работа в команде) [18][19][20][21].…”

Section: подходы к управлению качествомunclassified

International practices of quality management in healthcare (a review)

Ginnyatulina¹

2019

Science and Innovations in Medicine

View full text Add to dashboard Cite

An analysis of international publications revealed a growing interest in all aspects of quality in medical care, especially in the definition of the concept of quality in healthcare. In the world community, the following approaches to quality management are widely used: the Total Quality Control (TQC); Total Quality Management (TQM), which includes Quality Assurance and Quality Improvement; Continuous Quality Improvement (CQI); Lean management, including Hoshin Kanri's policy and PDCA's Deming - Shuhart Cycle (Plan-Do-Check-Act). Practical implementation of the principles of General Quality Management (TQM) and Continuous Quality Improvement (CQI) is based on the models of business improvement in quality management: the EFQM (European Foundation for Quality Management) model, the MBQA (Malcolm Baldrige Quality Award) model and the Chronic Care Model. In management ofmedical organizations, the International standards for services perfection are more often used, which use the experience of quality assurance, as well as the international systems and standards: JCI, ISO 9001, IWA1, ISO 15189, ISO 14000, OHSAS 18001. The ISO interstate standards represent the international consensus of world practice in quality management. Nowadays, medical organizations use the following standards: SRPS ISO 9001: 2015, SRPS EN 15224: 2017, SRPS EN ISO 15189: 2014, SRPS EN ISO 13485: 2017, IWA 1: 2005. In the period of globalization of the world economy and healthcare, the best international practices should form the basis for improving domestic health care in medical care quality management.

show abstract

Total quality management (TQM) movement in public health

Cited by 11 publications

References 49 publications

Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries

Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries

Assessment of TQM implementation level in Palestinian healthcare organizations

International practices of quality management in healthcare (a review)

Contact Info

Product

Resources

About