Total Quality Management - Science topic

Dear Immaculate Mary Mbabazi,

Thank you for your beautiful question. Its almost practical questions.

you can try QFD model and Kano Model for Product Development process from TQM point of view.

Check sheets and fishbone diagrams are two tools commonly used in total quality management (TQM) to identify and analyze quality problems.

Check sheets are useful in collecting data on specific quality issues. They help to organize and standardize data collection, making it easier to identify patterns and trends. By using check sheets, quality managers can quickly identify problems and track progress over time. For example, a manufacturing company might use a check sheet to monitor the frequency of defects in its products.

Fishbone diagrams, also known as Ishikawa diagrams, are used to identify the underlying causes of a problem. They are especially helpful in complex situations where multiple factors may be contributing to a problem. By identifying the root causes of a problem, quality managers can implement targeted solutions that address the underlying issues rather than just treating the symptoms. For example, a hospital might use a fishbone diagram to identify the root causes of patient falls.

In TQM, the use of check sheets and fishbone diagrams can lead to improved decision-making, better problem-solving, and ultimately, improved quality. By collecting and analyzing data using these tools, quality managers can gain insights into the causes of quality problems and take appropriate action to improve processes, reduce defects, and enhance customer satisfaction.

Total Quality Management (TQM) is a management approach that aims to achieve long-term success by focusing on customer satisfaction and continuous improvement. Germany and Japan are often regarded as pioneers in the implementation of TQM practices, whereas the United States had a slower adoption rate.

In Germany, TQM practices are deeply ingrained in the culture of the organization, with a focus on continuous improvement, employee involvement, and customer satisfaction. German companies emphasize a quality culture that values precision, attention to detail, and customer-centricity. The German approach to TQM is characterized by a strong emphasis on quality assurance and control, with an emphasis on prevention of defects and continuous improvement.

In Japan, TQM practices are strongly influenced by the philosophy of Kaizen, which is the pursuit of continuous improvement in all aspects of an organization. Japanese companies have a strong commitment to quality, with a focus on customer satisfaction and long-term relationships. Japanese TQM practices are characterized by a focus on teamwork, employee involvement, and problem-solving.

In contrast, the United States initially had a slower adoption rate of TQM practices. However, in recent years, there has been an increasing recognition of the importance of TQM in achieving long-term success. American companies tend to focus more on short-term results and are more likely to implement TQM practices as a means of reducing costs or improving efficiency.

Dear Nurul,

IQMA, organizes the Certified Lean and Six Sigma for 10 years (including for Yellow Belt, Green Belt and Black Belt, as well); both for postgraduate and practitioners.

Cheers,

Idaris

Dear Nour Abu Kheiran, kindly see the attached

Hope this helps and good luck on your research.

You can discuss total quality management application pre-requisites and probale impacts of TQM.

Professor Max Moullin, thank you. You response has given me added clarity and focus. Much appreciated.

Steps

Planning: In this process, the aim is to find the answer to the question of how to proceed to identify deficiencies and improve them. This requires a detailed planning study.

Sample selection: The second step is to choose a similar and well-functioning institution to compare. Here, the institution in question is contacted and collaborated. Performance enhancing practices of the company are adapted.

Analysis: Comparison analyzes are made at this stage, and solutions are developed after the data is prepared.

Application: The most important part is the application part. Here, the source, the interest of the top management, the full involvement of the employees, the correctness of the comparison and the time are the important factors to be successful. Otherwise benchmarking may fail.

Considering that there is continuous change and development in today's business world, accurate comparison is possible with the follow-up of good organizations. It should not be forgotten that the aim here is not to develop new methods, but to adapt through the existing good examples.

Dear researcher,

I think that one of the most important issues or topics that can affect TQM systems for manufacturing industries in the future is Quality Engineering Techniques (QET). These techniques are very applicable and consist of statistical and non-statistical tools.

Best wishes.

Ramin Rostamkhani

Hi Kiran,

First, You have to make clear where You want to implement TQM and what You want to achieve. (Objectives) next... make a plan...next...

Innovations shape the global landscape and modern concepts of business management should consider the disruptive implications of the digital economy. It is evident that digital technologies influence management operations, production, and marketing. Hence, modern concepts of business management should focus on creating value through innovation without relegating the sustainable development framework.

Dear Ahmad,

the acceptance rate of TQM&BE is not known to me. However, based on my experience the first round of reviews in this journal takes 3-4 months (if your paper can get through initial screening by Editor).

Kind Regards.

Peter

Dear Parag,

The formula Availability=Uptime/(Uptime+Downtime) is the most general, and therfore will ALWAYS be correct.

The expression MTBF/(MTBF+MTTR) holds only if ALL MTBF & MTTR assumptions are in effect, and these assumptions are another, extensive discussion which is beyond our scope.

From the prctical point of view, Uptime is the interval during which a system is available WHEN WE NEED IT, and Downtime is the complementary period of time.

Downtime can result from faulty system, maintenance (both preventive and corrective), inspection/calibration, and sometimes also power-up and set-up etc.

A major contributor to Downtime is logistic times, during which a system is unavailable due to a missing part, an unavailable technician etc.

Best,

Alon Sneor

any updated information on QFD application?

Same here

Dear All

Thank you very much.

I would like to add,

model, its purposes and objectives?

Related literature shows that there are numerous organizations, companies and HEIs that have adopted and applied the total quality management (TQM) approach as a way to obtaining an understanding of their performance, the complexity of the teaching and learning processes and, as a way to benchmark their activities and output.

In fact, TQM approach is defined as“… a management approach of an organization, centered on quality, based on the participation of all its members and aiming at a long run of success through customer satisfaction and benefits to all members of the organization and to society” (Becket and Brooks, 2008).

Despite the fact that the EFQM excellence model is a “non-prescriptive framework”, it was proposed and designed for the non-educational organizations and may be applied in any organization “as a non-prescriptive framework that establishes nine criteria (divided between enablers and results), suitable for any organization to use to assess progress towards excellence” (Becket and Brooks, 2008).

Although the EFQM Excellence Model was initially proposed in 1953 and revised in 1996 and applied in 1998 to measure the standards of 14 companies in Europe (Ghobadianand Woo, 1996;Arjomandi et al.,2009 and Cartmell, 2013)), the model has been adapted and applied in HEIs as a self-assessment and planning instrument. It may be noted here that the EFQM Excellence Model is based on the Total Quality Management (TQM) principles, approach and framework.

Furthermore, the EFQM Excellence Model has three components. The components are: eight core values, nine criteria (called enablers and results) and the use of the RADAR logic. In addition, the eight core principles were: Results Orientation, Customer Focus, Leadership and Constancy of Purpose, Management by Processes and Facts, People Development and Involvement, Continuous Learning, Innovation and Improvement, Partnership Development, and Corporate Social Responsibility (Clayton, 1993;Steed, 2002;Hides et al., 2004; Amaral and Rosa, 2007;Dahlgaard-Park et al., 2013; Jankal, 2014).

Also, the EFQM Excellence model uses nine criteria. The criteria are: Leadership; Strategy; People; Partnerships & Resources; Processes, Products & Services; Customer; Results; People Results; Society Results and Business Results. In fact, the first five criteria are called “enablers” and the last four criteria are called “results”.

For more details, see

Quality Teaching of Private HEIs: Comparative Study based on Students’ Perceptions and Expectations. Int. J. of Quality and Innovation Vol. 3, Nos. 2/3/4, pp. 209-228 (Inderscience).

HEIs Quality Improvement Through Students and Academic Staff’s Perception: Data Analysis and Robustness of the Results. International Journal for Quality Research, 2017, Vol.11, No.2, pp.261-278(Serbia and Indexed in Elsevier).

Al-Farahidi Performative model to assess HEIs. 4th OQNHE Conference 2017, Muscat, pp.1-15.

A Framework for Fostering the Quality of HEIs: Data Collection, Evaluation, Indication and Validation. Int. J. of Quality and Innovation, 2016, Vol.3, No.1, pp.42-66 (Inderscience).

There are A quality assurance unit within each college in the universities. Evaluates teacher effectiveness by distributing questionnaires to students.

Massive thanks for sharing.

I definitely agree with william B.  In addition , there are three key obstacles for successful completion of Total Quality Management, Currently, i am consulting on implementing TQM at one cement industries in Ethiopia. What i faced is that

1. There is no positive attitude. This belongs to the existing bad working culture, comitteement and jealous support from all levels of Top management to front line workers. 

2. Technical skill gap especially on application of tools.Since, these tools are naturally advanced, they required professionally equipped manpower.   

3. Shortage of resources since TQM by itself needs resources like time, raw material, equipment's, manpower, energy etc.....

4. Last, but not least. Willingness of employees. This is very crucial. Even though an organization has skilled manpower and latest technologies, if  the employees are not  willing to do, nothing will implement and change.

My regards

Haftu Hailu

Addis Ababa, Ethiopia 

You can use AHP technique to provide weightage to the 4 different dimensions. You can read many articles related to SWOT-AHP or youtube videos on AHP.

I think it will help your work. 

Luis:

I think models that utilize total Value management (TVM) concept may be best suited for small business management since layers of management is quite flat. 

I have discussed such an approach in the following paper: Take a look

Also, Management by Objectives is contrasting as it focuses on the individual and short-term goals while TQM focuses on long-term gain.

thank you all, i found the same answer in an valuable text by Neil J. salkfind

Dear Paul, we studied in Argentina, a group of companies with continuous improvement programs (main element of the TQM), and detect nine key factors for the effectiveness of these programs. Most of them are strongly related to the management of human resources.

This result is reasonable, considering that the human factor is the main element of continuous improvement and TQM.

The article is published in the Independent Journal of Management & Production; you can download from the following link: 

Best regards

do an gap analisys audit with a professional as a first step ...

Any single machine in an operating system has a schedule of preventive maintenance even your cell phone and laptop, I personally worked for food industries for over 18 yrs main points to focus are

planning- safety precautions-issuing  work orders - completion of work orders-

 for breakdowns when the machine stops, the above route should be followed

We were using   very advanced software

 one is Pragma on Key 4

 and the other is Sage

 kindly google for these two soft wares and  you will find a satisfying answer to your question

 regards       

Hope the attached paper helps you too. Professor Jiju Antony, Heriot Watt University, Edinburgh, Scotland

Change control within quality management systems (QMS) and information technology (IT) systems is a formal process used to ensure that changes to a product or system are introduced in a controlled and coordinated manner. It reduces the possibility that unnecessary changes will be introduced to a system without forethought, introducing faults into the system or undoing changes made by other users of software. The goals of a change control procedure usually include minimal disruption to services, reduction in back-out activities, and cost-effective utilization of resources involved in implementing change.

A contract document amendment is an update to an existing executed contract document. Amendment processing occurs after you execute the original contract document. An amendment update can result from changes in source transactions or changes in contract terms in the document.

Document amendment capability is available for all documents when you are not using document types. When you are using document types, amendment capability is available for documents that use document types that have been selected to use Full Life Cycle Statuses on the Document Type page.

read these three papers

Hello,

I don´t know which kind of organizations you are foccusing.

I have added 2 publications. One in franchise and manufacturing businesses, and one for ICT industry.

Thank you for your question.

It is neccessary to explain more in depth the relation. I want to start from the explanation of professor Bratianu and complete it. Professor Bratianu states that "Efficiency and Quality cannot be achieved without competence. That means that COMPETENCE is essential for both EFFICIENCY and QUALITY. A product can be produced efficiently without a good quality. Quality can be obtained without any specific efficiency. BUT, in a company with an intelligent management it is possible to used the COMPETENCE of people to create QUALITY by realizing EFFICIENT processes".

From my point of view we need to distinguish between long term and short term. The statement that a product can be produced efficiently without a good quality and quality can be obtained without efficiency is right only in a short term. In long term, your customers will be dissatisfied if you produce without quality and your product will be replaced by a competitor product. In the case of products with quality but without efficiency your strategy will be not sustainable in a long run because your product will be very expensive.

The relation is very clear in a long term, COMPETENCE, QUALITY AND EFFICIENCY ARE CONNECTED ALWAYS. The aim of quality is to fulfill customer requirements, the objective of Efficiency is to reduce costs and waste and the purpose of competence is to increase the capability to improve customer requirements and costs.

Then, you need to improve always to remain competitive in the market.

You can read

Kaynak, H. 2003. “The Relationship between Total Quality Management Practices and Their Effects on Firm Performance.” Journal of Operations Management 21: 405–435.

It is a very good paper that contain TQM dimensions. Revise also last papers of "Total Quality Management & Business Excellence" journal. Criteria of Excellence Models such as EFQM, can be interested for your investigation. They can also resume TQM dimensions.

Hello Ibrahim, you may want to read the article titled "TQM Best Practices: Experiences of Malaysian SMEs" by Rahman, Mohd Nizam Ab and Tannock, James D. T., that was published in Total Quality Management & Business Excellence, June 2005, Vol. 16, Issue 4, pp. 491-503. 

Abstract: 

The progress of TQM in SMEs, particularly in developing countries, is a significant research issue at present. This paper presents some of the most important findings of three case studies, undertaken at SME companies in Malaysia. The companies comprise medium-scale automotive parts and plastics manufacturers, and a smaller food manufacturing company. Each company case provides insights into the issues facing SMEs, who are trying to develop more advanced quality management approaches. The case studies involved structured interviews with top management at each company, based on the award criteria of the Malaysian Quality Management Excellence Award (QMEA). The case study analysis illustrates that the companies studied have adopted distinct approaches to the implementation of TQM, which could be shared by other SMEs. Some of the key issues that have been addressed by the case study companies can be summarized as: effective top management commitment, an effective steering committee engaged in policy and planning management, real employee involvement, employee rewards and skills development. The issues of benefits perceived, barriers and quality progress of the companies are also presented in the paper.

Let us see the other side - of TQM - which is complex.

High Commitment, Culture, Constancy of Purpose will only facilitate, when the objectives being chased are aligned to the ultimate Organisational Objectives (call them strategic objectives). I call PLANning as defining Purpose, Leveraging for balancing attainment, Alignment for Commitment, Culture, Constancy of Purpose, and Negotiating for success @ current capabilities.

For a brief 'excerpts' this paper may help- http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1830316 

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1830316>TQM- a developmental perspective<

Hi Sujata,

You have posed an interesting question which seeks to explore the synergies between the two concepts of Total Quality Management (TQM) and Corporate Social Responsibility (CSR)?. There are numerous studies that have provided empirical evidence of the relationship between TQM and CSR. The starting point for this would having an understanding of what are the building blocks (namely the ‘what’ of theory building) between the various dimensions such ‘shared philosophies’, concepts, principles, tools, practices, constructs of both TQM and CSR and then matching the similarities between them. You might wish to refer to one of my earlier articles (copy attached which is also available on ResearchGate) which simplifies the interpretation of TQM based on the key seminal studies, and also provides some examples of various components, principles of TQM.

Chileshe, N. (2007) Quality management concepts, principles, tools and philosophies: A valid methodology for deployment within UK constructional related SMEs, Journal of Engineering Design and Technology (JEDT), 5(1), 49-67. Emerald Group Publishing Limited, DOI: 10.1108/17260530746605

Having done that, I would recommend looking up the following articles which explicitly provides the theoretical, empirical connections between TQM and CSR. I would initially start with Ghobadian et al. (2007) as it does provide similarities and some basis from the philosophical view points. See citation below:

Ghobadian, A., Gallear, D. and Hopkins, M. (2007) "TQM and CSR nexus", International Journal of Quality & Reliability Management, Vol. 24, Iss: 7, pp.704 – 721.

The second study worth reading is by Robson and Mitchell (2007) and illustrates how one concept (TQM) can act as an enabler of the other (CSR), and in so doing provides some empirical demonstration of the existing relationships. See citation below:

Robson, A. And Mitchell, E. (2007) "CSR performance: driven by TQM implementation, size, sector?", International Journal of Quality & Reliability Management, Vol. 24 Iss: 7, pp.722 – 737.

As stated in my paper of 2007, (see Figure 3, pg. 57) it is also worth examining the tools as applied in each of the two concepts, and some examples of these tools from a TQM perspective are provided. You could then look up the following study by Castka and Balzarova (2007) which further demonstrates the linkages between TQM and CSR using the basis of the ‘tools’

Castka and Balzarova (2007) "A critical look on quality through CSR lenses: Key challenges stemming from the development of ISO 26000", International Journal of Quality & Reliability Management, Vol. 24 Iss: 7, pp.738 - 752

In summation, the answer to your question is ‘Yes’, there exists some association between TQM and CSR and I have just selected a few studies to highlight that and what’s already published. For example, one of the building blocks or thus labelled as ‘constructs / concepts / principles’ of TQM is ‘Continuous Improvement’ (see Figure 3, pg. 57 of my attached paper) and the recent study by Hollingworth and Valentine (2014) provides further support of the above suggested approach of identifying the similarities among the concepts of TQM and CSR. This study uses the continuous process improvement (which are also enshrined in TQM) activities and CSR in demonstrating this relationship. The full citation is as follows:

Hollingworth, D. and Valentine, S. (2014) "Corporate social responsibility, continuous process improvement orientation, organizational commitment and turnover intentions", International Journal of Quality & Reliability Management, Vol. 31 Iss: 6, pp.629 - 651.

All the best,

Nicholas

Hi, Gordon:

This has been a perplexing issue for many in education! Perhaps because of  problems in understanding, communicating and transferring lean thinking in the education context!

For example, a recent research study (Bessette, 2012) argued that principles, management, and leadership tactics within standards of businesses recently have proven to become nonconforming in terms of education which prevails and is exercised in businesses!

The author goes on to argue that simplistic operations techniques which have been used and nurtured in the past three decades have shown to become obsolete in terms of the new visions and focuses on realistic goals and plans within companies and organizations.

Furthermore, the author argues that sustainable methods, with the increased concentration in operations management techniques, have proven to be useful and educational in terms of task completion. When companies, associations, and organizations plan and show significant impacts on environments, ecosystems, and societies, they have the ability to enable humans to significantly help improve the surrounding educational methods towards businesses!

Very interesting research. please take a look at it:

Hope this helps!

Nadeem

Intranet technology is already adopted by most of the system suppliers. The new trend is to use Enterprise Content Management Systems for sharing not only of documents but sharing of real-time dynamic production data. A good approach is to extend the existing functionality of existing CMS (like SharePoint) with additional Manufacturing Operations Management (MOM) functionality, such as ISA 95 objects, OPC, BAPI, etc.  

I have taught in France, Ukraine and the US, and know from experience that faculty in each nation have some similar, and some different, assumptions that they bring to teaching. Also, colleges and universities are complex, and different in ways from other organizations. So one part of the answer for you will be toaddress the dynamics in Georgia, and not assume that what works somewhere else will fit your needs.

I have found that most organizations need several things to increase motivation. People need to be listened to, people at all levels. They need to be part of the change process. Neither bottom up or top down solutions will be sufficient – both are needed. Deming’s advice, take the fear out of the workplace, is still essential.

The classic organization development approach begins with action research, a means for listening to and then involving participants in the change process. This can be very effective.

The Socio-Economic Approach to Management (SEAM), which has 40 years of research history in over 1300 organizations of all kinds works on two fronts – how to involve people is respectful and effective ways, and how to make sure that the organization is as efficient as it can be financially. Part of the SEAM insight is that standard accounting does not factor in many hidden costs, which in Europe now add up to 20,000 euros per employee. The process of involving all employees in reducing hidden costs and improving management practices has made SEAM a model worth considering when it comes to change. You can see more at www.stthomas.edu/seam

I agree and support the ideas of Prof Vesna K Spasojević-Brkić answers logic and Argumentation. A lot of researchers have argued and shown the importance of adaptation of the excellence models. I have experienced this in my research work to adapt the SCOR model to suit the situation of the developing countries. I have observed that different improvement initiatives need to be adapted to the new cultural and operational situations. I have published a paper to recommend the adaptation of different best practices to different local scenarios. You can refer the following my paper:

1. Industries in Developing Countries, International Journal of u- and e- Service, Science and Technology, Vol. 6, No. 3, 13-26, 2013. Georgise, F. B., Thoben, K.-D., Seifert, M., (2013), Implementing SCOR model Best Practices for Manufacturing

You can refer some of the following in below research papers for example:

1. The research done by Thomas wood Jr and Miguel P. Caldas, Adopting imported masnagerial expertise in developing countries: the Brazilian experience,

2. The research work that published by Abdulrahaman Alsughayir and Mohamed Zairi in title the adoption of excellence models through cultural and social adaptations,

3. The other research work published by Tito Conti, How excellence models should be adapted to take into account local values and cultures,

Dear Mahfuz

It is said that knowledge is power. This feeling can obstruct knowledge sharing. I will say the following to promote knowledge sharing:

1. Knowledge management (KM) is building culture of knowledge learning, sharing & development.

2. Only some businesses have been able to develop a culture of KM & knowledge sharing; most organizations have no strategy for sharing knowledge. with staff

3.Making information available at all level: Is issue of organizational culture and leadership; so it is important to have leaders in the organization who can inspire the knowledge workers

4. Need to undertake effective education and training to develop knowledge-sharing culture in the organization.

5. Develop shared vision and team-working culture so that there is no competition amongst workers.

6 People normally have a habit of knowledge-hiding with peers; so there is a need to build incentives for knowledge-sharing.

7. Develop effective interventions such as mentoring, coaching counseling for changing the mental models (Peter Senge) i.e. people assumptions, values, and attitudes.

Dear Mahfuz

Personally, I feel that sustainable continuous improvement (CI) requires the following thinking and action::

1. Accept continuous improvement as a "VALUE" of the organization; inculcate it in all

2. CI is an attitude; shape it by linking it with rewards and recognition

3. Create a buy-in of the people in CI, so that they see in it why they should do it.

4. Do it not through direction but by empowerment/Involvement/suggestions

5. Develop a shared vision of the organization; and link it with that

6. Identify training need, deliver first-rate training, & measure its effectiveness.

7. Create an environment of continuous learning among all employees

8. Create an atmosphere of people care, dignity, positivity, inspiration, and fun

A document is subject to change at any time where there is an improvement, it is not recommended to set a time for the revision as life cycle, the procedures are to be used every day, so any change in the process is updated at the same moment, otherwise I give opportunity to a fault. In addition, internal audits are an evidence that the procedures are updated.

Try with questionnarie used in our paper on link https://www.researchgate.net/profile/Vesna_Spasojevic-Brkic/publications/?pubType=article&ev=prf_pubs_art

Great leaders can follow as well as they lead. As previously stated, leaders listen and follow through on their stated and written actions.

TQM has been defined in a number of different ways by a number of different people. Besterfield (2004, p. 24) defined TQM as both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future.CRM can be a model for managing the interactions of an organization with its clients and customers.

As we know, customer focus, which is in line with CRM, is one of the main principles of total quality management. Thus, implementing CRM can lead to satisfy one of the requirement for applying total quality management.

TQM Implementation for a company is more to do with its readiness to imbibe systems based on customer orientation, continuous learning, willing participation of employees in continuous improvement-thus readiness for accepting change on continuous basis, zero tolerance to deviations, and above all willingness of all the employees including the top level executives of the organization to adhere to strict discipline with scope for new ideas. Therefore, understanding ability to implement TQM requires readiness of the organization on all the above areas.

Fried man Test which is a non parametric test used to analyze ranked data.We will get mean rank. After that we have to go for post hoc test also. The post hoc test to be used is Bonferroni Correction.

Could You be more specific about this factory? By 'mega' You mean what exactly?

The most important step is to measure all of the current processes in your HRM organization (e.g., number of applicants processed per week/month, time required to post a job application, time required to process completed job applications, time required to hire a new applicant, time required to complete orientation training for a new applicant, time required to process a promotion and/or award for an employee, number of employee complaints [against managers] filed and processed, time required to out-processs an employee [separation, layoff, retirement], time required to post an HR action in an employee's offical file, number of employees who review their official file, etc.).

Once you have put procedures in place to measure all of your HRM processes, the next step is to measure each HRM transaction and build a database of with each transaction and how long it takes to accomplish each one. After a short period of time, you will have enough data to perform basis analysis (average amount/time/number, maximum amount/time/number, minimum amount/time/number, etc.). The next step would be to compare/benchmark your HRM statistics with industry standards (if avalable) or with the leader in your area (again, if available).

If you do not have external numbers against which you can compare your measurements, you can then set goals for each key measurement and modify your internal processes in ways that will increase throughput and/or reduce time to help you meet your objectives.