There has been a plethora of published research related to total quality management (TQM) in the last few decades. However, very few studies focused on cataloging critical factors of TQM. One of the objectives of this literature review was to investigate the state of TQM by examining and listing various TQM factors identified based on survey studies conducted in different countries and published in a variety of journals over the past decade. An examination of 76 survey studies that used an integrated approach to TQM showed that the TQM factors could be grouped under 25 categories. An analysis of the 347 survey based research articles published between 1989 and 2000 using these 25 factors as a framework revealed the most frequently covered TQM factors in the literature. Another goal of the paper was to analyse the objectives of these articles by year and type of journal they were published in to determine the trends in TQM survey based studies and recommend future direction for research. The analysis showed that the objectives of the 347 studies could be grouped under six categories.

An investigation of the total quality management survey based research published between 1989 and 2000: A literature review

Purpose – This study seeks to conduct an empirical analysis of the association between the dimensions of O'Reilly et al.'s organizational culture profile (OCP) measure with the extent of use of total quality management (TQM) practices, measured using Kaynak's four core TQM practices (quality data and reporting, supplier quality management, product/service design, process management). In addition, the study examines both the direct and indirect association of Kaynak's four core TQM practices with operational (quality and inventory management) performance.Design/methodology/approach – The study uses data obtained from a survey of 364 business units encompassing both the manufacturing and service industries in Australia.Findings – The findings suggest that the cultural dimension teamwork/respect for people is the most important factor in enhancing the use of TQM practices, while more outcome oriented and innovative business units were also found to use TQM practices to a greater extent. While all four TQM pr...

The relationships between organizational culture, total quality management practices and operational performance

This paper reports the results of a study aimed at conceptualizing and developing valid measurements for key dimensions of quality management in the international context. The quality management framework is conceptualized in terms of 13 dimensions. Subsequently, operational indicators for the 13 dimensions are developed in terms of managerial perceptions. Data were collected from five countries: the US, India, China, Mexico and Taiwan. The sample was split into two random sets. Using structural equation modeling the constructs were tested and refined using the first set and were revalidated using the second set. The results of the study indicate that the operational measures developed here largely satisfy the criteria for unidimensionality, convergent, discriminant and predictive validity in all five countries. This study makes a contribution to the measurement stream of international quality management by providing a set of valid and reliable operational measures. These measures are expected to help res...

A Framework for International Quality Management Research: Development and Validation of a Measurement Instrument

Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms using stepwise regression. Notes three primary predictors (customer focus, empowerment, and supplier quality management) explaining 26 per cent of variation in product quality. Examines the role of top management commitment in TQM implementation by splitting the sample into firms with high and low top management commitment based on the mean score on this construct. Concludes, first, that firms with high top management commitment produce high quality products despite variations in individual constructs, and, second, that in firms with low top management commitment, four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage are primary predictors of product quality.

The role of top management commitment in quality management: an empirical analysis of the auto parts industry

Total quality management (TQM) is a revolutionary approach to effective management. The research in TQM has emerged from practical needs of organizations embracing this philosophy, and the literature is mostly conceptual and practitioner-oriented. There is a lack of sound theoretical framework classifying past efforts and guiding future research. To fill the void, a study of the published TQM literature is undertaken. A review, classification, and analysis of the research in TQM spanning the last two decades is presented. A total of 226 TQM-related articles are identified from 44 refereed management journals published from 1970 to 1993. These articles are then classified and analyzed using the following two-dimensional scheme: (1) article orientation (conceptual, case study, empirical, analytical, simulation, and overview) and (2) article focus using the Malcolm Baldrige National Quality Award criteria. The analysis of the literature presents pertinent developments in each of the seven criteria. In addition, it provides future research directions as well as a ready reference of the TQM literature. The suggestions for research should guide future developments in the TQM field and help transform it into a formal discipline.

Total quality management: a literature review and an agenda for future research

Purpose – This study aims to explore the nature of the interactions between two strategies, innovation and market orientation. By examining the components of these constructs the paper seeks to identify key components of market orientation that are antecedent factors of the innovation performance of the firm.Design/methodology/approach – Correlation analysis was undertaken on data from a survey of 73 manufacturing firms in the Greater Western Sydney economic development zone in Australia. The data were supplemented by information obtained from the firm's annual reports.Findings – Innovation was found to be positively correlated to market orientation (customer orientation, competitor orientation and inter‐functional co‐ordination) and both of these constructs were found to be positively correlated to firm performance and the degree of change in the firm's competitive environment.Research limitations/implications – Possible limitations are: the low survey response rate; the nature of the sampled population;...

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Inter‐relationships between innovation and market orientation in SMEs

The implementation of Total Quality Management (TQM) principles and practices in continuous‐process manufacturing operations is described from initial consideration through to TQM becoming part of the normal operations of the company. The importance of management‐led project teams in the early phases of implementation and the subsequent shift to operator‐initiated and ‐controlled quality improvements is detailed. Accreditation to international quality system standards (ISO 9002) and the interaction of such accreditation with the cultural change required for successful TQM implementation is discussed. Problems confronting effective TQM implementation or quality‐system accreditation are discussed such as: relationships between the multinational parent company and the domestic subsidiary, and the geographical separation of sections of the company between head offices and manufacturing site. A detailed examination is made of the organisational structure utilised to develop a TQM culture within the company, and the dynamic nature of such an organisational structure in the early phases of implementation is observed. The major requirement for increasing employee involvement in quality‐improvement activities is found to be an increasing commitment to employee training in the areas of: TQM principles; statistical tools; group problem‐solving skills; and leadership skills.

TQM in Continuous‐process Manufacturing: Dow‐Corning (Australia) Pty Ltd

An Australia‐wide study of continuous improvement (CI) in manufacturing was initiated in 1996/97 by conducting a benchmarking survey examining the CI activities of medium to large manufacturing firms. While most larger firms have an awareness of CI and many are actively implementing CI throughout their organisations, anecdotal evidence suggests that considerably less activity is occurring in the small‐to‐medium enterprise (SME) sector. Given the significant contribution of the SME sector to Australia’s GDP and international competitiveness, and the importance of CI to all firms regardless of size or industry, a sample of small‐ to medium‐size firms in New South Wales were surveyed about their CI activities. This paper reports on a comparative analysis of the findings of these two surveys and examines the firms’ main motives for CI, content in the CI process, support for CI, the usage of problem‐solving tools within CI process, and their general maturity level of CI. The comparison suggests that many motives for CI and the general content of the CI process are quite similar for both large and small firms. However, significant differences occur between the two when comparing CI support methods, and the use of problem‐solving tools within the CI process.

Large firms versus small firms ‐ do they implement CI the same way?

Conodont data from Silurian Middle Devonian carbonate fans, debris flows, allochthonous blocks and adjacent autochthonous platform margins: Broken River and Camel Creek areas, north Queensland, Australia

As in many industrialised nations, the manufacturing sector in Australia has been forced into rapid change in recent years due to the twin pressures of rapid industry deregulation and increasing business globalisation. These pressures have resulted in dramatic increases in competition in most market segments and industry rationalisation in many previously protected industry sectors. Manufacturing companies that wish to survive and prosper into the new millennium will have to adopt flexible strategies, leading-edge technologies and an acceptance of change across all levels in the company workforce. One approach to counteract these pressures being used successfully in many Japanese and European companies is continuous improvement (CI), defined here as “a company wide process of focused and continuous incremental innovation” (Bessant, 1994). As part of an international study examining CI in medium to large manufacturing firms, survey responses from 203 firms based in New South Wales, Australia, with turnovers greater than Aus $10 million, have been analysed in order to determine the level of CI implementation and the tools and techniques used in such implementation. General conclusions from the study suggest that while awareness of the importance and value of CI is widespread amongst these firms, implementation is frequently limited to manufacturing and operations areas; employees below senior management level have little or no involvement in direction setting; quality improvement and cost reduction are by far the main drivers for CI activities; and adoption of specific tools and techniques is generally limited to the basic problem-solving and process-analysis tools.

Terry Sloan

Papers

Inter‐relationships between innovation and market orientation in SMEs

TQM in Continuous‐process Manufacturing: Dow‐Corning (Australia) Pty Ltd

Large firms versus small firms ‐ do they implement CI the same way?

Conodont data from Silurian Middle Devonian carbonate fans, debris flows, allochthonous blocks and adjacent autochthonous platform margins: Broken River and Camel Creek areas, north Queensland, Australia

Continuous improvement in Australian manufacturing firms: findings of a survey in New South Wales