Development of Performance Measures for the Implementation of Total Quality Management in Indian Industry
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32804
Development of Performance Measures for the Implementation of Total Quality Management in Indian Industry

Authors: Perminderjit Singh, Sukhvir Singh

Abstract:

Total Quality Management (TQM) refers to management methods used to enhance quality and productivity in business organizations. Total Quality Management (TQM) has become a frequently used term in discussions concerning quality. Total Quality management has brought rise in demands on the organizations policy and the customers have gained more importance in the organizations focus. TQM is considered as an important management tool, which helps the organizations to satisfy their customers. In present research critical success factors includes management commitment, customer satisfaction, continuous improvement, work culture and environment, supplier quality management, training and development, employee satisfaction and product/process design are studied. A questionnaire is developed to implement these critical success factors in implementation of total quality management in Indian industry. Questionnaires filled by consulting different industrial organizations. Data collected from questionnaires is analyzed by descriptive and importance indexes. 

Keywords: Total quality management, critical success factor, employee satisfaction.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1107403

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1927

References:


[1] Ahire L. Sanjay, Golhar Y. Damodar, Waller A. Mathews, (1996) Development and Validation of TQM implementation Constructs, Decision Sciences, Volume 27, pp.23-56.
[2] Saraph J. V., Benson P. G. and Schroeder R. G. (1989), An Instrument for Measuring the Critical Factors of Quality Management, Decision Sciences, 20, pp. 810-829.
[3] Flynn, B. B, Schroeder, R. G and Sakakibara, S (1994) A Framework for Quality Management Research and an Associated Measurement Instrument, Journal of Operations Management, 11, 339-336.
[4] Black, S., Porter, L. J., (1996). Identification of the critical factors of TQM, Decision Sciences 27 (1) 1-21.
[5] Zeitz G., Johannesson R., & Ritchie J. E. Jr. (1997). An employee survey measuring total quality management practices and culture. Group and Organization Management, 22(4), 414–444.
[6] Joseph, N., Rajendran, C., & Kamalanabhan, T. J. (1999). An instrument for measuring total quality management implementation in manufacturing-based business units in India. International Journal of Production Research, 37(10), 2201–15.
[7] Rao, S., Solis, L. E., & Raghunathan, T. S. (1999). A framework for international quality management research: Development and validation of a measurement instrument. Total Quality Management, 10(7), 1047– 75.
[8] Sila, I., & Ebrahimpour, M. (2003). Examination and comparison of the critical factors of total quality management across countries. International Journal of Production Research, 41(2), 235–268.
[9] Motwani, J. G., Mahmoud, E., & Rice, G. (1994). Quality practices of Indian organisations: An empirical analysis. International Journal of Quality and Reliability Management, 11, 38–52.
[10] Badri, A. M. & Davis, D. (1995). A study of measuring critical factors of quality management. International Journal of Quality and Reliability Management, 12, 36–53.
[11] Adeoti & Johnson Olabode (ph.d) Success Factors in total quality management implementation in Kwara state hospital.
[12] Alireza Yazdani, Mohammad Ali Soukhakian & Mohammad Reza Mozaffari (2013) European Online Journal of Natural and Social Sciences; vol.2, No 3(s), pp. 1624-1633 ISSN 1805-3602.
[13] Arash Shahin & Reza Dabestani (2005) University of Isfahan (IRAN) Journal of Industrial Engineering and Management.
[14] Arawati Agus Mhd., Suhaimi Ahmad & Jaafar Muhammad (2009) Contemporary Management Research Pages 77-92, Vol. 5, No. 1.
[15] Abdussalam Shibani, Messaoud Saidani & Nawal Gherbal (2012) Business and Management Research Journal Vol. 1(3), pp. 84 – 91.