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Journal articles on the topic 'TQM'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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1

ENKAWA, Takao. "From TQC to TQM." Journal of the Society of Mechanical Engineers 102, no. 972 (1999): 658–60. http://dx.doi.org/10.1299/jsmemag.102.972_658.

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2

Gapen, D. Kaye, Queen Hampton, and Sharon Schmitt. "TQM:." Journal of Library Administration 18, no. 1-2 (July 13, 1993): 15–28. http://dx.doi.org/10.1300/j111v18n01_02.

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3

Sherwood, K. F. "TQM." Manufacturing Engineer 68, no. 6 (1989): 18. http://dx.doi.org/10.1049/me:19890048.

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4

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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5

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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6

Harvey, Lee. "Beyond TQM." Quality in Higher Education 1, no. 2 (January 1995): 123–46. http://dx.doi.org/10.1080/1353832950010204.

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7

LAKHE, R. R., and R. P. MOHANTY. "Understanding TQM." Production Planning & Control 5, no. 5 (September 1994): 426–41. http://dx.doi.org/10.1080/09537289408919515.

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8

Cassidy, Michael P. "Streamlining TQM." TQM Magazine 8, no. 4 (August 1996): 24–28. http://dx.doi.org/10.1108/09544789610125298.

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9

Loney, Tim. "TQM Training:." Journal of Library Administration 18, no. 1-2 (July 13, 1993): 85–95. http://dx.doi.org/10.1300/j111v18n01_07.

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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

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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12

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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13

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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14

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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15

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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16

Dale, Barrie G., and Cary L. Cooper. "Introducing TQM." Management Decision 32, no. 1 (February 1994): 20–26. http://dx.doi.org/10.1108/00251749410050660.

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17

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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18

Golhar, Damodar Y., Satish P. Deshpande, and Sanjay L. Ahire. "Supervisors’ role in TQM and non‐TQM firms." International Journal of Quality & Reliability Management 14, no. 6 (August 1997): 555–68. http://dx.doi.org/10.1108/02656719710186173.

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19

Zairi, Mohamed. "Beyond TQM implementation: the new paradigm of TQM sustainability." Total Quality Management 13, no. 8 (December 2002): 1161–72. http://dx.doi.org/10.1080/09544120200000011.

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20

Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "Effectiveness of TPM implementation with and without integration with TQM in Indian manufacturing industries." Journal of Quality in Maintenance Engineering 20, no. 4 (October 7, 2014): 415–35. http://dx.doi.org/10.1108/jqme-01-2013-0003.

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Purpose – The purpose of this paper is to evaluate and extract various significant factors influencing the implementation of total quality management (TQM) and total productive maintenance (TPM) on business performance for the following approaches: TPM alone; both TQM-TPM combined for improving manufacturing performance in the Indian manufacturing industry. Design/methodology/approach – In the present study, 94 manufacturing organizations have been extensively surveyed, to ascertain the contributions made by TQM and TPM initiatives in the Indian manufacturing industries toward realizing manufacturing performance improvements. The correlations between various TQM and TPM implementation issues and manufacturing performance improvements have been evaluated and validated by employing various statistical tools. Findings – This paper illustrates how the synergistic relationship of TQM and TPM paradigms can be helpful for Indian manufacturing industries to enhance overall business performance. The major objectives of this research is to examine, the effectiveness of performance parameters (dependent variables) and factors of implementation (independent variables) of companies implementing TPM alone and TQM-TPM combined approach to improve their business performance and how the support of TQM provides a synergetic effect on TPM's contribution in improving better business performance. Originality/value – TQM and TPM, are such popular initiatives employed by the manufacturing organizations as performance improvement techniques. These programs are employed world over for attaining customer satisfaction, reliability, productivity, market share, profitability and even survival. The study stresses upon the need for improving coordination between manufacturing parameters and other organizational quality improvement initiatives through transfusion of TQM and TPM and to examine the impact of experience in terms of time period on effectiveness of performance parameters when TQM is supported by TPM for Indian manufacturing companies.
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21

Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "An evaluation of transfusion of TQM-TPM implementation initiative in an Indian manufacturing industry." Journal of Quality in Maintenance Engineering 21, no. 2 (May 11, 2015): 134–53. http://dx.doi.org/10.1108/jqme-04-2013-0017.

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Purpose – The purpose of this paper is to include investigations of current status of Total Quality Management (TQM) and Total Productive Maintenance (TPM) implementation initiatives as well as benefits attained through synergetic TQM-TPM implementation in the manufacturing organization to assess roadmap followed by Indian manufacturing entrepreneur toward affecting manufacturing performance enhancements. Design/methodology/approach – The study has been carried out in the large scale manufacturing organization in the country that have implemented or are in the process of implementing TPM alone and TQM-TPM both. The study emphasizes upon comparing of business performance enhancements accrued through these quality improvement approaches. Findings – The study revealed that Transfusion of TQM-TPM initiatives can significantly contribute toward the better improvement of manufacturing performance in the organization, rather than TPM alone initiatives, also leading toward realization of core competencies for meeting global challenges. Research limitations/implications – The study is conducted to develop an understanding of contributions of TQM and TPM initiatives in Indian manufacturing industry. The present study endeavors to investigate the effect of an aggressive TQM-TPM implementation plan for strategically meeting global challenges and competition. Originality/value – The study highlights the contributions made by holistic TQM-TPM implementation in an Indian manufacturing enterprise.
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22

Adams, Gary. "TQM for Survival." Journal of Ship Production 7, no. 03 (August 1, 1991): 163–69. http://dx.doi.org/10.5957/jsp.1991.7.3.163.

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Naval shipyards face a declining workload in the nineties and beyond. Survival is a key issue. Total quality management (TQM) is one of the keys to survival. Being the best performer by focusing on customers' ever-demanding needs is the bottom line. Portsmouth Naval Shipyard has developed a TQM effort that allows improved performance, clearer communication, and focus on customer demands. Portsmouth's TQM model requires committed leaders, involves training for everyone, and calls for the building of teams to break down the functional barriers. It includes teams making incremental improvements in all of their work processes and dramatic improvements in the vital few work processes. It also listens to the voice of the customer.
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23

DOUGLAS, ALEX. "TQM and Sustainability." Sinergie Italian Journal of Management, no. 97 (2018): 213–15. http://dx.doi.org/10.7433/s97.2015.13.

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24

Axlesson, Jan, and Ram R. Bishu. "‘Ergonomics and TQM”." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (July 2000): 2–458. http://dx.doi.org/10.1177/154193120004401205.

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25

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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26

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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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

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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29

Watson, Frank D. "TQM? Bah...Humbug!" Journal of Leadership Studies 1, no. 3 (June 1994): 129–49. http://dx.doi.org/10.1177/107179199400100313.

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30

Spencer, Michael S., and Leslie K. Duclos. "TQM Stress MIS." American Journal of Business 13, no. 1 (April 22, 1998): 59–64. http://dx.doi.org/10.1108/19355181199800006.

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31

Arnone, Elma. "Applause for TQM." Geriatric Nursing 15, no. 6 (November 1994): 292. http://dx.doi.org/10.1016/s0197-4572(09)90093-3.

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32

Hoare, Clive E. "The TQM Albatross." Training for Quality 2, no. 2 (August 1994): 4–6. http://dx.doi.org/10.1108/09684879410064329.

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33

Causey, Warren B. "QI/TQM Newsletter." Journal For Healthcare Quality 14, no. 5 (September 1992): 77. http://dx.doi.org/10.1097/01445442-199209000-00017.

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34

Dowey, S. J., and A. Matthews. "Taguchi and TQM." Surface and Coatings Technology 110, no. 1-2 (November 1998): 86–93. http://dx.doi.org/10.1016/s0257-8972(98)00677-x.

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35

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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36

Cheney, Alan B., Henry P. Sims, and Charles C. Manz. "Teams and TQM." Business Horizons 37, no. 5 (September 1994): 16–25. http://dx.doi.org/10.1016/0007-6813(94)90015-9.

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37

Campbell, William E. "Obstacle to TQM." Change: The Magazine of Higher Learning 26, no. 2 (March 1994): 6. http://dx.doi.org/10.1080/00091383.1994.10544629.

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38

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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39

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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40

Sahoo, Saumyaranjan. "An empirical exploration of TQM, TPM and their integration from Indian manufacturing industry." Journal of Manufacturing Technology Management 29, no. 7 (November 5, 2018): 1188–210. http://dx.doi.org/10.1108/jmtm-03-2018-0075.

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Purpose The purpose of this paper is to comparatively assess the contributions of total quality management (TQM) and total productive maintenance (TPM) practices, exclusively and collectively, on manufacturing business performance. Design/methodology/approach Responses to survey questionnaires were collected using multiple modes of data collection. A total of 269 filled responses were collected and analyzed to ascertain the contribution made by exclusive and collective implementation of TQM and TPM practices on business performance. The respondent firms were grouped into three clusters based on early, in-transition and advanced stages of implementation of either or both TQM and TPM manufacturing practices. Comparative assessment of the impact of standalone TQM, standalone TPM and combined TQM–TPM manufacturing methods on business performance parameters have been evaluated using statistical tools within each cluster. Findings Evidences were found to support the supposition that integrated implementation of both TQM and TPM practices over a reasonable period of time contributes in delivering better business performance as compared to the standalone implementation strategy. Research limitations/implications The study has its own limitations because of its chosen research approach. As the data in this study were collected from production management personnel on the basis of their subjective evaluations, more comprehensive objective performance indicators shall be employed for comparative assessment of manufacturing practices in future studies. In-depth case studies are needed to further validate the findings of the research study. Practical implications The analytical results reveal that an integrated TQM–TPM strategic implementation can systematically contribute toward realization of significant improvement in manufacturing business performance parameters. The results of this study are vital for production managers and senior management personnel of manufacturing firms that have implemented TQM and are considering introducing TPM in their organization (or vice-versa). Originality/value This empirical study signifies the need for strategically aligning and managing various production improvement ideologies for realization of an organization’s growth and sustainability in a long run. In particular, this paper invigorates the discussion about improving the synergy between maintenance and quality functions in the organization for meeting the challenges of highly competitive market environment.
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41

Sahoo, Saumyaranjan. "Assessment of TPM and TQM practices on business performance: a multi-sector analysis." Journal of Quality in Maintenance Engineering 25, no. 3 (August 16, 2019): 412–34. http://dx.doi.org/10.1108/jqme-06-2018-0048.

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Purpose The purpose of this paper is to provide sector-specific empirical evidence on the comparative evaluation of total productive maintenance (TPM) and total quality management (TQM) approaches, implemented exclusively and collectively on improving manufacturing business performance. Design/methodology/approach This paper develops a multi-sector analysis framework to comparatively assess the synergistic and standalone effect of TPM and TQM improvement approaches. A total of 231 manufacturing organizations from food and beverages, textiles and electrical and electronics sectors have been extensively surveyed. These firms were further clustered into TPM focus, TQM focus and integrated TPM×TQM on the basis of their primary manufacturing strategy. Comparative assessment of these three manufacturing approaches has been evaluated using t-test statistics. Findings This paper highlights that adoption of integrated TPM×TQM approach is beneficial for food and beverages and electrical and electronics sectors. However, this supposition is rejected for firms operating in the textile sector. Research limitations/implications The findings of this research are still exploratory. Future research using countrywide and cross-country approach can be undertaken to statistically generalize the findings of the present research. In-depth case studies are needed to further validate the findings of the study empirically. Practical implications The result of this study help managers and practitioners to make manufacturing strategic decision based on the nature of their operating business sector regarding adoption of TPM and TQM practices, which will further revive their firm’s competitiveness. Originality/value Every operating sector embraces a diversity of manufacturing activities based upon their competing priorities. This paper makes an attempt to present a multi-sectoral evaluation of joint implementation and effect of manufacturing programs.
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42

Islam, Ahmad, and Abdus Salam. "Multiattribute Decision-Making of TQM Performance of Hospitals Using TQM Digraphs." Mathematical Problems in Engineering 2022 (May 10, 2022): 1–17. http://dx.doi.org/10.1155/2022/3119888.

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Total quality management (TQM) is a dynamic philosophy that incorporates gradual and uninterrupted improvements. The total quality is accomplished if all the desired goals including quality of product, reputation in market, services, low cost of product, employee and customer satisfaction, optimum utilization of resources, work environment, and so on are attained. As far as the Pakistani perspective is concerned, TQM as a strategic tool is not appropriately used to optimize its performance. Public healthcare in Pakistan is one of the most ignored sectors with regard to its service quality implementation and delivery. The public sector hospitals are one of the major primary healthcare providers, but the facilities they provide do not meet the desired requirement. This study addresses six TQM attributes to analyze the TQM performance of various public sector teaching hospitals in the province Punjab of Pakistan. The data was obtained from medical experts. The TQM performance to study the behavior of TQM implementation in hospitals is evaluated using TQM digraphs. The hospitals are ranked according to the TQM performance index, which is obtained from TQM digraphs. The technique to find the most effective attribute for a hospital is also proposed. The TQM digraph approach not only focuses on the significance of attributes independently but also incorporates the relative importance of one attribute over another. Also, this approach is very flexible that can incorporate new attributes and market variation so that continuous improvement may be possible. Moreover, the results obtained in this approach are not limited to beneficial for benchmarking of teaching hospitals in Punjab on the TQM basis, but these can also help indicate the particular attribute that is more needed to be improved for a particular hospital to increase its TQM performance.
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43

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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44

Rahman, Shams-ur, and Philip Bullock. "Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation." Omega 33, no. 1 (February 2005): 73–83. http://dx.doi.org/10.1016/j.omega.2004.03.008.

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45

Mann, Robin. "Revisiting a TQM research project: The quality improvement activities of TQM." Total Quality Management & Business Excellence 19, no. 7-8 (August 2008): 751–61. http://dx.doi.org/10.1080/14783360802159410.

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46

Al-Refaie, Abbas, Natalija Lepkova, and Mehmet Emre Camlibel. "The Relationships between the Pillars of TPM and TQM and Manufacturing Performance Using Structural Equation Modeling." Sustainability 14, no. 3 (January 27, 2022): 1497. http://dx.doi.org/10.3390/su14031497.

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This paper examines the direct and indirect relationships between the pillars of total quality management (TQM) and total productive maintenance (TPM) and investigates their effects on manufacturing performance (MPR) using structural equation modeling. Three structural models were developed with their corresponding hypotheses. Data were then collected from thirty industrial firms in Jordan. A descriptive statistical analysis was followed by an analysis of variance (ANOVA). The structural models were analyzed to draw conclusions about the model hypotheses and identify the most influential TPM and TQM pillars on MPR. Significant variations were noticed among firms in the implementation levels of the TPM, TQM, and MPR pillars. Further, it was found that TPM directly and indirectly influences MPR. Furthermore, TPM pillars have a larger impact on MPR than TQM. Research hypotheses are suggested to be tested individually on small-, middle-, and large-sized firms. This research provides valuable information on top management in the industrial sector, on the significant relationships between the pillars of TPM, TQM, and MPR and supports them in identifying important TQM/TPM pillars which they should focus on in order to enhance MPR.
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47

Kumar, Vimal, R. R. K. Sharma, Pratima Verma, Kuei-Kuei Lai, and Yu-Hsin Chang. "Mapping the TQM implementation." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 3081–116. http://dx.doi.org/10.1108/bij-06-2017-0150.

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Purpose Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between cultural dimensions and the strategy of the firms in TQM implementation. These relationships are the subject of prior research. Furthermore, the authors make a comparative analysis of cultural dimensions on strategic choices of the firms, i.e. innovators, prospectors and defenders in TQM implementation. Design/methodology/approach From the existing literature review on TQM practices and organizational culture, 14 cultural dimensions were employed with organizational strategy in this present study. By using survey data collection method, 111 Indian firms were selected. The authors considered three strategy parameters and six structural attributes to identify the strategy of the firms, namely innovators, prospectors and defenders identified using cluster analysis. Furthermore, the relationship between organizational culture and strategy was examined using one-way ANOVA approach. Findings The results of the study revealed that eleven of the fourteen hypotheses supported which relating the cultural dimensions to TQM implementation with the strategic orientation. With the help of significant related values of cultural dimensions to the particular strategic firms, it is also found that implementation of TQM is easy or not. Some of the organizations with a particular strategic orientation will be able to implement TQM easily and successfully but some organizations will have difficulty to implement it successfully. Practical implications The firms hold their importance with respect to the different strategic orientation toward the various aspects of organizational cultures and TQM approaches in its implementation. Managerially, due to increased business competitiveness and economic pressures, top management sees the way in adopting TQM practices to achieve a competitive advantage. Apparently, it is evident that matching of TQM practices for a different strategy of the firms with various cultural dimensions leads to the smooth functioning of the organization. This study helps to the current organizations in implementing TQM with their respective culture. Originality/value This research can be useful for three strategic firms, namely innovators, prospectors and defenders to achieve effective implementation of TQM practices with consideration and understanding of the advantage of each culture dimension. The framework of the current study represents the effectiveness in assessing the TQM practices in individual cultural dimensions and its significant role.
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48

Dooley, Kevin J., Timothy L. Johnson, and David H. Bush. "TQM, Chaos and Complexity." Human Systems Management 14, no. 4 (1995): 287–302. http://dx.doi.org/10.3233/hsm-1995-14403.

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49

Kamiske, Gerd F., and Christian Malorny. "TQM umsetzen - kritische Erfolgsfaktoren." Zeitschrift für wirtschaftlichen Fabrikbetrieb 91, no. 11 (November 1, 1996): 523–25. http://dx.doi.org/10.1515/zwf-1996-911108.

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50

Saeed AlQahtani, Jawaher Abdullah, Enaas mushabab Turky, and Abdullah Saad AL-Malaise AL-Ghamdi. "CONTINUOUS IMPROVEMENT IN TQM." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 9, no. 3 (April 30, 2014): 1718–22. http://dx.doi.org/10.24297/ijmit.v9i3.659.

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The Field of TQM Total quality Management seeks to have all the functions in an organization integrated. IT has been a favorite subject of research specially in the areas of Service and production. The studies aimed at addressing the topic of continual improvement in the sphere of TQM and its applications. Different researchers had their individual approaches and their researches concluded differently. With this paper we attempt to do a comparative analysis of the research work done by various people in the areas of TQM, its aims, principles, models and applications.
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