Quality Culture Framework Proposal for Libyan Industrial Companies
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32804
Quality Culture Framework Proposal for Libyan Industrial Companies

Authors: Mostafa Ahmed Shokshok

Abstract:

Libyan industrial companies face many challenges in today's competitive market. Quality management culture approaches is one of these challenges which may furnish the road to the Libyan industrial companies to effectively empower their employees and improve their ability to respond to the international competition. The primary objective of this paper is to design a practical approach to guide Libyan industrial companies toward successful quality culture implementation.

Keywords: Libyan manufacturing industries, TQM, Quality culture, Quality framework.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1093902

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 2093

References:


[1] Chaudhry, S.S., N.A. Tamimi, and J. Betton, The management and control of quality in a process industry. International Journal of Quality & Reliability Management, 1997. 14(6): p. 575-581.
[2] Antony, J., et al., Critical success factors of TQM implementation in Hong Kong industries. International Journal of Quality & Reliability Management, 2002. 19(5): p. 551-566.
[3] Weber, D. and P. Sorenson, Organisational culture and TQM implementation. Training & Development; ProQuest Education Journals, 1994. 48(4): p. 69-71.
[4] Prajogo, D.I. and C.M. McDermott, The relationship between Total Quality Management practices and organisational culture. International Journal of Operations & Production Management, 2005. 25(11): p. 1101-1122.
[5] Prajogo, D.I. and A.S. Sohal, The relationship between TQM practices, quality performance and innovation performance: An empirical examination. International Journal of Quality & Reliability Management, 2003. 20(8): p. 901-918.
[6] Oakland, J.S., Total quality management: text with cases. 2nd ed2000, Oxford: Butterworth-Heinemann Ltd.
[7] Bugdol, M., The implementation of the TQM philosophy in Poland. The TQM Magazine, 2005. 17(2): p. 113-120.
[8] Curkovic, S., et al., Validating the Malcolm Baldrige National Quality Award framework through structural equation modelling. International Journal of Production Research, 2000. 38(4): p. 765-791.
[9] Lam, K.-C., M.C.-K. Lam, and D. Wang, MBNQA-oriented self-assessment quality management system for contractors: fuzzy AHP approach. Construction Management and Economics, 2008. 26(May): p. 447-461.
[10] Malcolm Baldrige National Quality Program, Criteria for performance excellence. National Institute for Standards and Technology (NIST). 2010. 2010(16 December).
[11] Sohal, A.S. and M. Terziovski, TQM in Australian manufacturing: factors critical to success. International Journal of Quality & Reliability Management, 2000. 17(2): p. 158-167.
[12] Tari, J.J., Components of successful total quality management. The TQM Magazine, 2005. 17(2): p. 182-194.
[13] Youssef, S., Total Quality Management framework for Libyanprocess and manufacturing industries, 2006, Cranfield University: Cranfield, England. p. 295.
[14] Tannock, J.D.T. and K.S. Ahmed, Quality management in the Arabic-speaking countries. Journal Transnational Management, 2008. 13(3): p. 174-194.
[15] Hokoma, R.A., M.K. Khan, and K. Hussain, Investigation into the implementation stages of manufacturing and quality techniques and philosophies within the Libyan cement industry. Journal of Manufacturing Technology Management, 2008. 19(7): p. 893-907.
[16] Porter, M. and K. Schwab, The business competitiveness index, World Economic Forum, Geneva - Switzerland, 2008.
[17] Shokshok, M.A., M.N. AbRahman, and D. AbdWahab, Diagnosing culture variables to enable successful TQM implementation in Libyan manufacturing companies World Applied Science Journal (WASJ), 2011. 12(6): p. 903-911.
[18] AbRahman, M.N., M.A. Shokshok, and D. AbdWahab, Barriers and benefits of TQM implementation in Libyan manufacturing companies. Middle East Journal of Scientific Research (MEJSR), 2011. 7(4): p. 619-624.
[19] Hokoma, R.A., The status of manufacturing and quality control philosophies and techniques within the Libyan manufacturing industries: An investigation into the application of Just-In-Time (JIT), Manufacturing Resource Planning (MRPII) and Total Quality Management (TQM) within ten key manufacturing industries in Libya, 2007, University of Bradford: Bradford, England. p. 219.
[20] Khoo, H.H. and K.C. Tan, Managing for quality in the USA and Japan: differences between the MBNQA, DP and JQA. The TQM Magazine, 2003. 15(1): p. 14-24.
[21] Sharma, M. and R. Kodali, TQM implementation elements for manufacturing excellence. The TQM Magazine, 2008. 20(6): p. 599-621.
[22] Baidoun, S. and M. Zairi, A proposed model of TQM implementation in the Palestinian context. Total Quality Management & Business Excellence, 2003. 14(10): p. 1193-1211.
[23] Issac, G., C. Rajendran, and R.N. Anantharaman, A conceptual framework for Total Quality Management in software organizations. Total Quality Management, 2004. 15(3): p. 307-344.
[24] Lee, S., K. Zuckweiler, and S. Trimi, Modernization of the malcolmbaldrige national quality award. International Journal of Production Research, 2006. 44(23): p. 5089-5106.
[25] Stading, G. and R. Vokurka, Building quality strategy content using the process from national and international quality awards. Total Quality Management & Business Excellence, 2003. 14(8): p. 931-946.
[26] Kluaypa, P. and S.O. Onuh. The development of quality management model for implementation in Thai organisations. in World Congress on Engineering (WCE 2010). 2010. London, U.K.
[27] Fotopoulos, C.B. and E.L. Psomas, The impact of "soft” and "hard” TQM elements on quality management results. International Journal of Quality & Reliability Management, 2009. 26(2): p. 150-163.
[28] Chin, K.S. and K.F. Pun, A proposed framework for implementing TQM in Chinese organisations. The International Journal of Quality and Reliability Management, 2002. 19(3): p. 272-294.
[29] Dale, B.G. and R. Boaden, Improvement framework. The TQM Magazine, 1993. 5(1): p. 23-26.
[30] Hamzah, A. and S. Ho, TQM training for small and medium industries in Malaysia. Training for Quality, 1994. 2(2): p. 27-35.
[31] Yusof, S.M. and E. Aspinwall, A conceptual framework for TQM implementation for SMEs. The TQM Magazine, 2000. 12(1): p. 31-36.