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Journal articles on the topic 'TQM Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 13 February 2022

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1

Gilchrist, Warren. "TQM and Management Science." OR Insight 9, no. 1 (January 1996): 13–19. http://dx.doi.org/10.1057/ori.1996.3.

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2

Sharp, J. M., Z. Irani, K. Kutucuoglu, and F. Erzincanli. "Integrating TQM and TPM into a management information system." International Journal of Information Technology and Management 1, no. 2/3 (2002): 242. http://dx.doi.org/10.1504/ijitm.2002.001199.

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3

Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "Synergising the effects of transfusion of TQM and TPM for Indian manufacturing industries: a tactical TQM-TPM model." International Journal of Process Management and Benchmarking 5, no. 4 (2015): 456. http://dx.doi.org/10.1504/ijpmb.2015.072326.

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4

Gunasekaran, Angappa, and Ronald E. McGaughey. "TQM is suppy chain management." TQM Magazine 15, no. 6 (December 2003): 361–63. http://dx.doi.org/10.1108/09544780310502688.

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5

Fitriani, FITRIANI. "PERSIAPAN TOTAL QUALITY MANAGEMENT (TQM)." Adaara: Jurnal Manajemen Pendidikan Islam 9, no. 2 (August 1, 2019): 908–19. http://dx.doi.org/10.35673/ajmpi.v9i2.426.

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Abstract: School is the main place in improving the quality and initial preparation to face the competition that exists today, namely by creating good and quality school management in accordance with the demands of TQM, because school management is a place to create quality and excellence. School management will be carried out if supported by human resources (HR) who have the ability, integration and high will. This is where the application of TQM that prioritizes quality reliability can be applied in the world of education to produce the best quality education in the school environment.
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6

Blake, Gene. "TQM and strategic environmental management." Environmental Quality Management 1, no. 3 (1992): 203–6. http://dx.doi.org/10.1002/tqem.3310010302.

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7

Taket, Ann, and Robert L. Flood. "Beyond TQM." Journal of the Operational Research Society 45, no. 6 (June 1994): 723. http://dx.doi.org/10.2307/2584464.

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8

Taket, Ann. "Beyond TQM." Journal of the Operational Research Society 45, no. 6 (June 1994): 723–25. http://dx.doi.org/10.1057/jors.1994.111.

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9

SEWELL, GRAHAM. "Beyond TQM." R&D Management 26, no. 2 (April 1996): 184–85. http://dx.doi.org/10.1111/j.1467-9310.1996.tb00946.x.

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10

Van Cuylenburg, Peter. "Why TQM?" Managing Service Quality: An International Journal 1, no. 1 (January 1991): 31–34. http://dx.doi.org/10.1108/eum0000000003119.

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11

Choppin, Jon. "“TQM...if”." Managing Service Quality: An International Journal 5, no. 3 (June 1995): 10–11. http://dx.doi.org/10.1108/09604529510087419.

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12

Baker, Rod. "Beyond TQM." International Journal of Project Management 14, no. 2 (April 1996): 126. http://dx.doi.org/10.1016/s0263-7863(96)90011-3.

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13

Ahire, Sanjay L., Matthew A. Waller, and Damodar Y. Golhar. "Quality management in TQM versus non‐TQM firms: an empirical investigation." International Journal of Quality & Reliability Management 13, no. 8 (November 1996): 8–27. http://dx.doi.org/10.1108/02656719610128466.

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14

Khdour, Naser, Ahmad Samed Al-Adwan, Anas Alsoud, and Jamal Ahmed Al-Douri. "Human resource management practices and total quality management in insurance companies: Evidence from Jordan." Problems and Perspectives in Management 19, no. 1 (March 29, 2021): 432–44. http://dx.doi.org/10.21511/ppm.19(1).2021.36.

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This study aims to extend the argument about the association between HRM and Total Quality Management (TQM) in insurance companies in Jordan. It is argued that the consideration of TQM can be supported in terms of configuration as an effect of Human Resource Management (HRM) in the presence or absence of other HRM practices. Data for this study were collected from 24 insurance companies listed on the Amman Stock Exchange and 342 employees. PLS-SEM was used to analyze the data collected through path analysis. Structural equation modeling was used to examine a causal relationship between the variables. The overall effect of HRM on TQM was explored to improve quality orientation and people criteria in insurance companies. The findings have indicated a significant and positive effect of teamwork, staffing, performance appraisals, and compensation on TQM. However, training and development have a negative, but significant impact on TQM. In addition, TQM significantly and positively affects the HRM of an organization. Performance was also positively and significantly affected by HRM. TQM is an important factor of HRM in insurance companies. AcknowledgmentThe authors are very thankful to all the associated personnel in any reference that contributed to the purpose of this study.
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15

Modgil, Sachin, and Sanjay Sharma. "Total productive maintenance, total quality management and operational performance." Journal of Quality in Maintenance Engineering 22, no. 4 (October 10, 2016): 353–77. http://dx.doi.org/10.1108/jqme-10-2015-0048.

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Purpose The purpose of this paper is to investigate the impact of total productive maintenance (TPM) and total quality management (TQM) practices on operational performance and their inter-relationship. Design/methodology/approach The present study includes three main constructs, namely, TPM, TQM and operational performance of pharmaceutical industry. Under TPM, four constructs, namely, disciplined maintenance, information tracking, housekeeping and operator involvement has been considered with the help of literature. In TQM, four constructs, namely, quality data and reporting, product innovation, research and development (R&D) management and technology management has been considered. Out of 410 Indian pharmaceutical plants contacted for survey, 254 responses have been used in the study for analysis. The factor analysis, path model and structural equation modeling has been used to analyze the proposed framework. The results for alternate models has been studied, interpreted and reported. Finally the direct and indirect effect of TPM and TQM on operational performance has been tested and checked for proving and disproving the hypotheses. Findings TPM practices have a significant impact on plant-level operational performance. When TPM and TQM practices are coming together to achieve operational performance, then TPM is having strong influence on operational performance. TQM is having significant support from TPM to achieve operational performance. TPM impact TQM and TQM in turn helps to achieve operational performance. TPM practices impact significantly R&D, product innovation and technology management, whereas quality data and reporting is the least contributor toward TQM. This may help industry to understand implications of implementation of TPM and TQM to achieve plant-level operational performance. TPM will help to reduce the cost of quality in terms of reduced scrap and less defective products. Practical implications The present study provides the useful insights to practicing managers. In literature it has been mentioned that TQM helps in TPM implementation. In practice TPM plays a great role to achieve quality in processes and therefore in products. In turn quality products, with reduced work in process inventory, less defective products and reduced scrap helps to achieve the operational performance at plant level. TPM practices will help the organization to improve the pace of product innovation and improvement in productivity, which is critical to pharmaceutical industry. The continuous monitoring of TPM practices can help organizations to run day to day operations and maintenance requirement of each machine over a specified period of time. Originality/value The present study diagnoses the inter-dimensional linkage between TPM, TQM and operational performance. The pharmaceutical industry is complex system of advance equipment’s and processes. After human resources, the health of machines/equipment’s describe the strength of an organization. The machines require the regular maintenance to produce the products with desired specifications. The specifications in medicines and very tight, which can be achieved only if machines/testing equipment’s are updated and maintained regularly. The TPM practices will helps the plants to achieve the operational performance by having quality in processes.
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16

Gelders, Ludo. "Beyond TQM." European Journal of Operational Research 71, no. 1 (November 1993): 148–49. http://dx.doi.org/10.1016/0377-2217(93)90285-u.

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17

Honarpour, Amir, Ahmad Jusoh, and Choi Sang Long. "Knowledge management and total quality management: a reciprocal relationship." International Journal of Quality & Reliability Management 34, no. 1 (January 3, 2017): 91–102. http://dx.doi.org/10.1108/ijqrm-03-2014-0040.

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Purpose This research is an effort to conceptualize the relationship between total quality management (TQM) and knowledge management in a new way. While some researchers considered knowledge management as a facilitator of TQM other scholars concerned TQM as an antecedent for knowledge management. The purpose of this paper is to propose a reciprocal causation between TQM and knowledge management. Design/methodology/approach The main focus of literature review is focusing on common practices of TQM and knowledge management. In the next step, joint variance analysis method is used to reanalyze the results of the empirical studies linking TQM to knowledge management. This approach aims to divide the multiple correlation squared and demonstrate what portion is distinctly connected to predictor variables and what portion is on account of common variance among predictors. Findings The result indicates that nearly half of all explained variances in empirical studies that considered the relationship between TQM and knowledge management disregarding the criteria are accounted for the joint variance of TQM and knowledge management processes. Therefore a reciprocal causation between TQM and knowledge management can be formulated. Originality/value This research is one of the first studies which explores the diverse results of the relationship between TQM and knowledge management from a methodological perspective.
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18

McAdam, Rodney, and Denis Leonard. "Developing TQM: The Knowledge Management Contribution." Journal of General Management 26, no. 4 (June 2001): 47–61. http://dx.doi.org/10.1177/030630700102600404.

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19

Álvarez-Santos, Jesús, José-Á. Miguel-Dávila, Liliana Herrera, and Mariano Nieto. "Safety Management System in TQM environments." Safety Science 101 (January 2018): 135–43. http://dx.doi.org/10.1016/j.ssci.2017.08.019.

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20

Meisel, Steven, and Joseph Seltzer. "Rethinking Management Education: a TQM Perspective." Journal of Management Education 19, no. 1 (February 1995): 75–95. http://dx.doi.org/10.1177/105256299501900108.

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21

Ip, W. H., K. Y. Chau, and R. C. M. Yam. "Enhancing manufacturing information management through TQM." Logistics Information Management 12, no. 4 (August 1999): 315–24. http://dx.doi.org/10.1108/09576059910284131.

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22

Arumugam, Veeri, Keng‐Boon Ooi, and Tuck‐Chee Fong. "TQM practices and quality management performance." TQM Journal 20, no. 6 (October 3, 2008): 636–50. http://dx.doi.org/10.1108/17542730810909383.

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PurposeThe purpose of this paper is to explore the relationship between total quality management (TQM) practices and quality performance with special emphasis on ISO 9001:2000 certified manufacturing organizations in Malaysia.Design/methodology/approachThe empirical data was drawn from 122 ISO 9001:2000 certified manufacturing organizations in Malaysia. The data were analyzed using correlation and multiple regression analyses.FindingsThe findings revealed that TQM practices were found to be partially correlated with quality performance of the Malaysian ISO 9001:2000 certified manufacturing organizations. It is also found that where customer focus and continual improvement were perceived as dominant TQM practices in quality performance.Research limitations/implicationsThis research paper was limited by excluding non‐ISO 9001:2000 certified organizations in the selection of manufacturing firms in Malaysia, making this a possibly biased selection, which might not adequately represent the Malaysian perspective on the entire Malaysia's manufacturing industry.Originality/valueThe outcome of the study could provide valuable knowledge to top management of ISO 9001:2000 certified manufacturing organizations to refine their quality management practices and subsequently improve quality performance.
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23

Talha, Mohammad. "Total quality management (TQM): an overview." Bottom Line 17, no. 1 (March 2004): 15–19. http://dx.doi.org/10.1108/08880450410519656.

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24

Wilkinson, Adrian, Peter Allen, and Ed Snape. "TQM and the Management of Labour." Employee Relations 13, no. 1 (January 1991): 24–31. http://dx.doi.org/10.1108/01425459110002349.

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25

Woody, James R., James P. Clay, and Steve G. Green. "Does TQM (Total Quality Management) Pay?" Financial Management 22, no. 3 (1993): 25. http://dx.doi.org/10.2307/3665923.

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26

Punnakitikashem, Prattana, Tritos Laosirihongthong, Dotun Adebanjo, and Michael W. McLean. "A study of quality management practices in TQM and non‐TQM firms." International Journal of Quality & Reliability Management 27, no. 9 (October 12, 2010): 1021–35. http://dx.doi.org/10.1108/02656711011084819.

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27

Price, Roger, and Geoff Gaskill. "TQM in research." Managing Service Quality: An International Journal 1, no. 1 (January 1991): 51–56. http://dx.doi.org/10.1108/eum0000000003123.

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28

Yukongdi, Vimolwan. "Teams and TQM." International Journal of Quality & Reliability Management 18, no. 4 (June 2001): 387–403. http://dx.doi.org/10.1108/02656710110386789.

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29

Feeney, Anne-Marie, and Mohamed Zairi. "TQM in Healthcare." Journal of General Management 22, no. 1 (September 1996): 35–47. http://dx.doi.org/10.1177/030630709602200104.

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30

ASBJ⊘RN ROLSTADå, PROFESSOR. "Editorial:Beyond TQM." Production Planning & Control 4, no. 1 (January 1993): 1. http://dx.doi.org/10.1080/09537289308919413.

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31

Rouf, Muhammad. "IMPLEMENTASI TQM (TOTAL QUALITY MANAGEMENT) PADA LEMBAGA PENDIDIKAN." At-Tuhfah 7, no. 1 (September 13, 2018): 50–67. http://dx.doi.org/10.36840/jurnalstudikeislaman.v7i1.116.

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“School/madrasah as an educational institution is an institution that serves as an agent of change to solve the nation's problems. Therefore, in order to produce the quality of education, it is necessary to implement the concept of TQM (Total Quality Management) that in history has successfully led the business world in creating production quality best and can even exceed the satisfaction of customers standard. This study used a qualitative approach with methods of library research. The formulation of the problem involves understanding implementation of TQM, TQM in education, implementation of TQM principles in educational institutions, the pillars of TQM in educational institutions, measures the implementation of TQM in education and description of the failure in the implementation of TQM. The study results were obtained, among others; The first, implementation of total quality management (TQM) is an implementation or embodiment of a management concept that involves all components in the organization to jointly contribute to the organization's policies oriented to the improvement of product quality to customer satisfaction. Second, in educational institutions, implementation of TQM are used to improve administrative functions and operations, to manage the educational process as a whole, integrate TQM in the curriculum, the use of TQM in teaching methods in the classroom, the use of TQM for managing research and development activities. In addition, educators must be responsible for their duties proactively, they must develop a problem-solving process that makes sense and can identify and towards the main cause, capable of being the organization model and can measure what's working well and what is not, so that we will get a good system in institutional schools / madrasah. Third, in applying TQM, there are some principles that should be held, among others; focusing on consumers (users of educational services), broad involvement (teachers, staff, students, and community), their measurements, to understand education as a system, and their continuous improvement. Fourth, the five main pillars of TQM here are their products, relying on the process undertaken, the leader who moves in producing quality products, and a commitment among the leaders in the organization. Fifth, steps in implementing TQM in educational institutions include; the preparatory phase, the planning phase and the implementation phase. Sixth, the failure may occur in implementing TQM in educational institutions, if; there is a gap in the commitment of top management, one focus of attention, lack of adequate staff and support, relying solely training, the hope of obtaining results of a moment and force adopt a method that doesn’t comply with the requirement.”
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32

Nevan Wright, J. "Making TQM work." International Journal of Project Management 14, no. 2 (April 1996): 126–27. http://dx.doi.org/10.1016/s0263-7863(96)90013-7.

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33

Kaur, Mandeep, Kanwarpreet Singh, and Doordarshi Singh. "Synergetic success factors of total quality management (TQM) and supply chain management (SCM)." International Journal of Quality & Reliability Management 36, no. 6 (June 3, 2019): 842–63. http://dx.doi.org/10.1108/ijqrm-11-2017-0228.

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Purpose The purpose of this paper is twofold: first, to present a set of critical factors for total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review; and, second, to identify the relationships among them by comparing the identified TQM and SCM practices in order to explore the concept of supply chain quality management (SCQM). Design/methodology/approach To meet the goals of this work, a review of published quality research papers was carried out. For this, the authors identified papers on TQM and SCM practices and observed how these practices improve the business performance of organizations. Further, on the basis of identified practices, a conceptual model of SCQM was developed. Findings The results presented a set of six critical factors each for TQM and SCM practices. Further, it was found that management support and commitment, customer focus, information and supplier partnership are the most common practices found in both TQM and SCM practices. The integration of TQM and SCM (SCQM) throughout the supply chain has the strongest impact on the organizational performance. Research limitations/implications The study used data from various research papers of reputed journals which considered the study of India’s manufacturing industry as well as other countries, which may not provide a clear picture. However, this can be overcome by applying the findings of this paper to collect data from Indian manufacturing industry in future studies. Practical implications Indian manufacturing industry can improve its competitive image through the synergy of TQM and SCM. The result of this paper will help in providing a greater understanding of identified TQM and SCM practices that will lead to the successful implementation of TQM and SCM strategies to enhance business performance in terms of the improved levels of customer service. Originality/value Much of the attention is given on TQM and SCM practices, and very few studies have been undertaken to integrate TQM and SCM practices. But as far as the authors know, there is no study undertaken to integrate TQM and SCM practices in India for the manufacturing class. Therefore, this study compares TQM and SCM practices and considers their integration and can be thus treated as filling a gap in the extant literature. Therefore, the findings of this review paper will contribute in future research.
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34

McCabe, Darren. "Total Quality Management: Anti-Union Trojan Horse or Management Albatross?" Work, Employment and Society 13, no. 4 (December 1999): 665–91. http://dx.doi.org/10.1177/09500179922118178.

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This article examines a co-operative union-management approach towards Total Quality Management (TQM) by recourse to a case study from the auto components manufacturing sector. Its purpose is twofold; first, it suggests that in contrast to much critical thinking, under certain conditions TQM need not undermine trade unions. Indeed, it is argued that a more moderate trade union stance towards TQM, in some circumstances, may prove to be a more effective form of resistance than a militant one. Second, the article provides insights into the ways in which TQM reinforces existing power relations, hierarchical structures, organisational bureaucracy and inequality, rather than transforming them as TQM pundits contend. The argument, however, is not that TQM simply enhances management control in a unilinear fashion. This is because it not only poses dangers for trade unions, but also presents management with dilemmas and contradictions. TQM is understood, therefore, to be part of the continuing and complex effort by management to balance control and consent within employment, the dynamics, and outcomes of which, are uncertain and need to be empirically examined.
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35

Zineldin, Mosad. "Total relationship management (TRM) and total quality management (TQM)." Managerial Auditing Journal 15, no. 1/2 (February 2000): 20–28. http://dx.doi.org/10.1108/02686900010304399.

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36

Spector, Bert, and Michael Beer. "Beyond TQM Programmes." Journal of Organizational Change Management 7, no. 2 (April 1994): 63–70. http://dx.doi.org/10.1108/09534819410056087.

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37

Rahman, Shams-ur. "The Future of TQM is Past. Can TQM be Resurrected?" Total Quality Management & Business Excellence 15, no. 4 (June 2004): 411–22. http://dx.doi.org/10.1080/1478336042000183550.

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38

Swiss, James E. "Adapting Total Quality Management (TQM) to Government." Public Administration Review 52, no. 4 (July 1992): 356. http://dx.doi.org/10.2307/3110395.

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39

Huai, Jinmei. "Apply TQM to E-Government Outsourcing Management." Physics Procedia 24 (2012): 1159–65. http://dx.doi.org/10.1016/j.phpro.2012.02.173.

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40

Hipkin, I. "TQM and BPR: lessons for maintenance management." Omega 28, no. 3 (June 1, 2000): 277–92. http://dx.doi.org/10.1016/s0305-0483(99)00043-2.

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41

Dayton, Nick A. "The demise of total quality management (TQM)." TQM Magazine 15, no. 6 (December 2003): 391–96. http://dx.doi.org/10.1108/09544780310502723.

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42

Bryde, David J. "Underpinning modern project management with TQM principles." TQM Magazine 9, no. 3 (June 1997): 231–38. http://dx.doi.org/10.1108/09544789710169037.

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43

Griffis, F. H. “Bud.” "ADR, TQM, Partnering, and Other Management Fantasies." Journal of Professional Issues in Engineering Education and Practice 118, no. 4 (October 1992): 331–44. http://dx.doi.org/10.1061/(asce)1052-3928(1992)118:4(331).

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Hsu, Sheng-hsun, and Huang-pin Shen. "Knowledge management and its relationship with TQM." Total Quality Management & Business Excellence 16, no. 3 (May 2005): 351–61. http://dx.doi.org/10.1080/14783360500054111.

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Adamson, Ivana. "Knowledge management – The next generation of TQM?" Total Quality Management & Business Excellence 16, no. 8-9 (October 2005): 987–1000. http://dx.doi.org/10.1080/14783360500163177.

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Su, Chun-Hsien, August Tsai, and Chu-Ling Hsu. "The TQM extension: Total customer relationship management." Total Quality Management & Business Excellence 21, no. 1 (January 2010): 79–92. http://dx.doi.org/10.1080/14783360903492678.

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47

Soltani, E., R. B. van der Meer, and J. Gennard. "Performance management: TQM versus HRM – lessons learned." Management Research News 26, no. 8 (November 2003): 38–49. http://dx.doi.org/10.1108/01409170310783646.

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48

Hassan, Mohsen M. D. "TQM as a system for quality management." Systems Engineering 4, no. 4 (2001): 262–71. http://dx.doi.org/10.1002/sys.1022.

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49

Ackoff, Russell L. "The ?total? in Total Quality Management (TQM)." Systems Practice 5, no. 4 (August 1992): 367–69. http://dx.doi.org/10.1007/bf01059827.

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GATES, JUDY L. "TQM PRESSURE ULCER PREVENTION." Nursing Management (Springhouse) 27, no. 4 (April 1996): 48E???48H. http://dx.doi.org/10.1097/00006247-199604000-00014.

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