TQM Elements Identification for Various Indian Industriesijeam.com/Published Paper/Volume 52/Issue...

International Journal of Engineering, Applied and Management Sciences Paradigms

Volume 52, Issue 04, Quarter 04 (October-November-December 2018)

An Indexed and Referred Journal with Impact Factor: 2.50

ISSN (Online): 2320-6608

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TQM Elements Identification for Various Indian

Industries

Rajkumar1, Pardeep Gahlot2, Naveen Hooda3 and Ashish4

1,2,3,4Mechanical Engineering Department, U.I.E.T.,

Maharshi Dayanand University, Rohtak, INDIA

Publishing Date: October 12, 2018

Abstract Purpose- The ever growing human needs have forced the

business world to get transformation in quality policies all

through the decades. This transformation introduced the

world with a philosophy named TQM in 1980’s. TQM

entered into the Indian industries after the globalization and

liberalization of Indian economy done by Government of

India in early 1990’s. Before this, the Indian industries

were stuck to traditional quality and statistical tools only.

Achieving short term targets was always remained their top

priority. TQM introduced the Indian industries with global

counterparts and strengthen them to sustain global

competition. TQM is an organized, amalgamated,

dependable and company-wide philosophy which

inculcates a culture of continuous improvement. The

purpose of this study is to develop a TQM element

instrument after studying different novel instruments and

find the importance of the instrument.

Research Methodology- After focusing on detailed

literature and particularly focusing on five novel

instruments, a TQM elements instrument was prepared

having 8 elements and 52 items.

Findings- To investigate the insight being given to

different TQM elements group by various Indian industries

along with an inter industry comparison to verify if there is

any noteworthy variation arise in different industry groups

concerning TQM elements.

Research Implications- The study is subject to the regular

boundations of survey and is entirely based on the data

responded by different respondents which may not present

evident measures of performance.

Originality/value- The study is supportive in portraying

the TQM elements favorable for its sustainment after

implementation in India. It will certainly help in upbringing

the root causes of failure and success of TQM. Keywords: Total Quality Management, Elements,

Instrument.

Introduction

Quality has its narrative in what you deliver to the

customer (Reeves and Bednar 1994). Customer’s

outlook has always contributed an organization to

juggle around enhanced quality (Dahlgaard-Park

2012) and is a decade old observation which even

facilitated Japanese to eradicate their inferior quality

products after Second World War to enhance quality

of their industrial products in comparison to United

States of America and European world (Soltani et al.

2008). This scenario of quality augmentation forced

business houses to switch to Total Quality in late

1960’s at all levels which was fastened earlier just to

product quality (Bhat and Rajashekhar 2009). With

the amplified demand of superior quality products

across the world, it became mandatory for global

enterprises to develop such a culture of continuous

quality improvement which was well advised and

established by some pioneers of this field namely

(Maheshwari and Zhao 1994). Deming, Juran,

Feiganbaum and Ishikawa etc. Nevertheless, a

management philosophy named Total Quality

Management (TQM) glorified this concept and took a

center stage in the 1980’s (Miller 1992). TQM is

such a management philosophy which intends to

deliver continuous improvement in an organization

by pivoting its attention to the organization’s

definition of quality (Milakovich 1990). TQM always

addresses the all important need of top management

whereby it cited very clearly that if the leadership is

totally committed towards quality products, then only

the outcome will be as per expectations (Gehani

1993). TQM not only enhances both the

organizational effectiveness as well as performance

but at the same time puts forward improvement

strategy along with recognition and better use of the





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most articulated asset of an organization known as

“Employee” (Lakhe and Mohanty 1994). TQM

allows every individual within an organization to

indulge, to contribute and to build up wisdom of

continuous improvement in them (Zadry and Yusof

2006). One must see TQM as a culture, not as a

program because if once it is established through all

the corners of an organization, then glorification of

business will become its permanent feature

(Hackman and Wagemen 1995). Before

implementing TQM, an industry must have an

organizational culture to respond (Krajewski et al.

2013).

Development of TQM Elements

Instrument

The widespread TQM literature review suggested

that TQM comprises an enormous continuum of

topics and perspectives. Various instruments have

been developed and discussed so far through the

literature of TQM. The impending theories of

different pioneers namely: Deming, Juran, Ishikawa

and Feigenbaum have always motivated others to

follow their footprints for bringing new approaches

over the years. As there are several Quality Awards

across the globe, such as Deming Prize of Japan,

European Quality Award of Europe, Rajiv Gandhi

National Quality Award of India and Malcolm

Baldrige National Quality Award of USA. Each of

these awards has their foundations on a well

prescribed model or framework of TQM. In fact, the

present work has tracked these suggestions and an

attempt has been made to incorporate Pioneer’s TQM

approaches. Deming (1982) mentioned that superior

quality always brings fewer rework, costs and prices

as well as elevated productivity and improved market

share. To compete globally, one must have to

hypothesize the principles of TQM in a set (Powell

1995). Based on the extensive literature considering

TQM, the following 8 elements were considered to

be the TQM elements for constructing an

implementation instrument:

1 Leadership and commitment

2 Customer satisfaction

3 Supplier’s quality management

4 Employee involvement and empowerment

5 Quality planning

6 Product design

7 Evaluation and continuous improvement

8 Process management and control.

A detailed explanation of these 8 elements is as

follows:

Leadership and Commitment

Usually it is maintained that an effective top

management leadership and their utmost commitment

are the key foundations for a successful TQM

program. Top management endows with deeds,

manners and dealings provide a necessary leadership

environment and exhibit the model of flourishing

TQM implementation (Anderson and Adams 1997).

Commitment, cooperation, appraisal, support and

developing teamwork for distinction are illustrations

of a profound leadership. TQM as a management

philosophy requires an attempt from top management

to bring a transformation from conventional

administration to uninterrupted upgrading

management style within an organization (Deming

1986). Top leadership must recognize and admit this

novel notion and formulate the dedication to this

edifying transformation (Westbrook 1993). As

management approach is culture dependent, different

studies worldwide have established that cultural

disparity might influence the efficacy of TQM

implementation (Chang and Wiebe 1996).

Customer Satisfaction

The main imperative asset of any organization is its

customer. The customer is the foundation for survival

and expansion of any organization. Customers are

broadly categorized as external and internal. Both

external and internal customers are imperative for

quality improvement in any organization (Finn et al.

1996). The class considering customer satisfaction is

alienated into customer contemplation and customer

feedback. Customer requirement is soul of TQM and

if it is only ascertain by it than TQM success will

depend only on marketing (Sun 1999).

Transformation in customer values along with

mammoth financial anxiety and changing global

market have together fashioned a spirited

environment (Wali et al. 2003). Business will not

strive if customers will not drive upgrading efforts in

an organization (Yusof and Aspinwall 2000a).





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Customer based specifications should be included in

design of product (Taguchi and Clausing 1990).

Kanji and Asher (1996) maintained that customer

needs and continuous innovation has an affirmative

connection in adhocratic culture.

Suppliers Quality Management

Supplier quality management is a dynamic

association within those who yield an output and

those who provide an input for that. Top most

organizations around the world forever mull over

their suppliers as a chief outside constituent to

resolve their management practices. These industries

have repeatedly encouraged suppliers to converse

their views about quality improvement program (Hua

et al. 2000). An affirmative supplier partnership

guarantees that input resources inflowing to

organization are having adequate quality. To assist

this assignment, supplier must be selected on the

foundation of quality more willingly than the basis of

cost (Hackman and Wageman 1995). Selecting a

single supplier repeatedly can obstruct constant

improvement of the production by padlocking the

organization into solitary method (Hyde 1992) but a

long term supplier relationship helps in achieving

reduced cost of quality control (Zhang et al. 2000).

Employee Involvement and

Empowerment

With the evolution of TQM, employee participation

has garnered a maintained space in an organization

(Gunasekaran 1999) which includes employee

training, empowerment, recognition, appraisal and

involvement in quality related programs (Deming

1986). Earlier there was a perception of “winning the

orders” but TQM have changed this slogan to

“achieving the excellence” along with employee

involvement in doing so. Firms building quality into

employees (Imai 1986) have covered half journey

towards excellence (Bakotic and Rogosic 2015).

Quality authors have argued to include employee

reward system (Lawler III 1994), an all inclusive

work environment (Evans and Lindsay 1996) and

employee training in association with employee

participation (Lakhal et al. 2006) to bring employee

involvement (Kaynak 2003). Employee training

aspires at bringing personal management (Choi and

Behling 1997), which aims at fostering an

individual’s skills & concepts in managing a holistic

relationship between employee personality and

service provider’s needs (Milakovich and Boudreau

1997).

Quality Planning

Once TQM effectiveness is guaranteed, the next

juncture for administration is to choose which

department will be liable for its encouragement.

Organizations after identifying the customer needs

set the target to please the customer based on the new

product development (NPD) and design, it attempts

to eliminate problems which have become constant in

the processing (Juran and Gryna 1993). The vision of

top management i.e. quality planning can only be laid

into reality by an interlinking between different

structural blocks (Zairi 1991). An organization must

put its efforts in developing and driving its decisions

that may employ quality tools & concepts to ascertain

the thriving prologue and execution of new product

and process (Pekar 1995). Quality planning begins

when top management includes prevention in place

of detection in its quality strategy and initiates to

incorporate the improvement attempts of different

departments. It will lead to the next level which is

total quality management (Dale 2003). Juran defines

quality as ‘fitness for use’ and developed a ‘quality

trilogy’ encompassing quality planning, quality

control and quality improvement.

Product Design

Quality of design in association with quality of

conformance in production concludes the decisive

performance, consistency and worth of the product.

The better design conditions affect the efficiency of

manufacture, momentum of repair & services and

litheness of sales tactics. Thus, product design is a

concurrent activity in organizations. A better way to

assure quality in design process passes through

product design (Helms and Hutchins 1992).

Normally, a product design process requires time and

resources for its stabilization but retrieval will pay in

terms of reduced production variations (Agus and

Abdullah 2004). Enabling suppliers into decision

making will pay in terms of improved product design

and reduced lead time (Clark 1991). Better product





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design reduces production costs, which are also

favored by Feigenbaum, Ishikawa and Juran (Reed et

al. 2000). Firms choosing quality of design will learn

a steeper experience than firms who produce

conformance to design specification products (Fine

1986).

Evaluation and Continuous Improvement

The concept of TQM revolves around continuous

improvement as its nucleus for the upper

management and zero defect as its outfitted objective

(Bounds et al. 1994). TQM integrates processes in an

organization to ascertain continuous improvement of

goods and services (Ross 1996). Continuous

improvement involves every employee in the process

and guarantees their responsibility for quality

assurance (Dale and Cooper 1997). Tan (1997)

asserted that TQM carries competitiveness within it

by including total integration, continuous

improvement and professionalism. Quality

management methods employed for evaluation also

helps in nurturing the continuous approach in

organizations (Zhang et al. 2000). Effective TQM

implementation requires performance evaluation

through feedback mode at regular time interval

(Soltani 2003), which is also maintained by Choi and

Eboch (1998) stating that continuous improvement

being a central control loop in TQM forms the basis

to bring curative management action.

Process Management and Control

Process management is defined as designing the

processes in such way to create and allocate goods

and service while managing the daily needs and

continuous growth at same (Evans and Lindsay

1996). Process management and control emphasizes

on the introduction of management principles to the

vanguard a process centric organization (Richardson

2007). Berry (1991) described the evolution of

process management followed by Doss and Kamery

(2006) who compelled the need of an all-inclusive

framework for portraying efficient implementation of

managing processes. Choi and Chan (1997)

maintained that management of processes is needed

in regards of augmented transformation over the

course of time. Juran (1989) mentioned three

elemental principles of TQM by citing process

orientation as one of them, which is supported by

Saraph et al. (1989) & Black and Porter (1995) who

have portrayed the importance of process

management in their instrument while discussing

critical factors of quality management. Juran also

messages about “built quality into the processes”

(Ishikawa 1985), which is maintained by Dahlgaard

et al. (1994) by citing processes and measurements as

one of the core principles of TQM. Table 1 elaborates

an all-inclusive list of the TQM elements included in

this study, which is briefly discussed below.

Table 1: Total Quality Management (TQM) Elements

Element Description Source

Leadership and

Commitment

Commitment of higher management

to total quality management and

make it evident by monitoring the

improvement

Crosby (1979), Kennedy (1989), Saraph et al.

(1989), Juran (1993), Flynn et al. (1994), Powell

(1995), Ahire et al. (1996a), Black and Porter

(1996), Zeitz et al. (1997)

Customer

Satisfaction

Finding customer’s needs and putting

best efforts to meet them in such a

way that there should not be any

delay in delivery and quick response

to customer’s complaints, if any

Crosby (1979), Deming (1982), Saraph et al.

(1989), Juran (1993), Flynn et al. (1994), Powell

(1995), Ahire et al. (1996a), Black and Porter

(1996), Zeitz et al. (1997)

Suppliers

Quality

Management

Policies for evaluating and enhancing

the supplier’s potential and

performance in different multiple

vicinities such as raw material

quality, design support and delivery

etc.

Crosby (1979), Deming (1982), Saraph et al.

(1989), Roth and Miller (1992), Juran (1993),

Flynn et al. (1994), Powell (1995), Black and

Porter (1996), Zeitz et al. (1997)

Employee Permitting employees to endow their Crosby (1979), Deming (1982), Ebrahimpour





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Involvement

and

Empowerment

views about work and action plans

alongside train them individually or

in cross functional teams

(1985), Flynn et al. (1994), Powell (1995), Ahire

et al. (1996a), Black and Porter (1996), Zeitz et

al. (1997)

Quality

Planning

Initiating quality planning efforts

with quality branch, quality

managers and employees

Deming (1982), Saraph et al. (1989), Younger

(1993), Black and Porter (1996), Lau and

Anderson (1998), Choi and Eboch (1998)

Product Design

Varieties of new products have to be

introduced and time required from

design of a product to its sale

Juran and Gryna (1980), Saraph et al. (1989),

Flynn et al. (1994), Ahire et al. (1996a), Zhang et

al. (2000)

Evaluation and

Continuous

Improvement

A long lasting and never-ending

attempt to depict and eradicate root

causes of problems

Imai (1986), Chase and Aquilano (1992), Zhang

et al. (2000)

Process

Management

and Control

By putting continuous measures to

achieve the aim and put your zeal for

performance data

Crosby (1979), Juran and Gryna (1980), Deming

(1982), Saraph et al. (1989), Ross (1991),

Feigenbaum (1991), Flynn et al. (1994), Powell

(1995)

Instrument Comparison

The widespread TQM literature review suggested

that TQM comprises an enormous continuum of

topics and perspectives. Various instruments have

been developed and discussed so far through the

literature of TQM. In this study five instruments

developed by Saraph et al. (1989), Flynn et al.

(1994), Powell (1995), Black and Porter (1996) as

well as Ahire et al. (1996) were chosen for selecting

TQM elements (shown in Table 1) and developing an

instrument. The instrument developed for this study

was compared with five above mentioned

instruments as tabulated in Table 2. These five

instruments were carrying unique features within

them such as wide spectrum focusing TQM, different

dimensions of TQM and performance measurement

at different levels etc. The impending theories of

pioneers have always motivated others to follow their

footprints for bringing new approaches. In fact, the

present work has tracked these suggestions and an

attempt has been made to incorporate Pioneer’s TQM

approaches. Table 1 lists the eight (8) TQM elements

of this study where ‘leadership and commitment’,

‘customer satisfaction’ and ‘supplier quality

management’ were chosen for being the core of TQM

and they were also considered by all referred

instruments. ‘Supplier performance’ an element

included by Ahire et al. (1996) was merged in

‘supplier quality management’. As normally every

single organization these days has quality

department, that’s why ‘role of quality department’ in

the Saraph et al. (1989) framework was kept out.

‘Process control’ included in the Flynn et al. (1994),

‘process management’ included in Saraph et al.

(1989) and ‘process improvement’ included in

Powell (1995) were modified to ‘process

management and control’ in this study. ‘Product

design’ was adopted from Flynn et al. (1994) whereas

‘quality planning’ included by Black and Porter

(1996) was also adopted. ‘Employee involvement’

and ‘employee empowerment’ included in Ahire et

al. (1996) were merged together to form ‘employee

involvement and empowerment’. ‘Evaluation and

continuous improvement’ being a trend these days to

triumph business was selected after a through

literature review. All the elements in this study were

included keeping in view the recent scenario of

Indian industries. Table 2 discusses about the

comparison of instrument developed in this study

with some historic instruments developed so far

across the periphery of TQM.





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Table 2: Instrument Comparison

This

Instrument

(8 elements, 52

items)

Saraph et al.

(1989)

Instrument

(8 factors, 78

items)

Flynn et al.

(1994)

Instrument (7

dimensions, 14

scales)

Powell (1995)

Instrument (12

variables, 47

items)

Ahire et al.

(1996)

Instrument (12

attributes)

Black and Porter

(1996) Instrument

(10 factors, 39

items)

Leadership and

commitment

Customer

satisfaction

Suppliers

quality

management

Employee

involvement

and

empowerment

Quality

planning

Product design

Evaluation and

continuous

improvement

Process

management

and control

Role of

divisional top

management

and quality

policy

Role of the

quality

department

Training

Product/ service

design

Supplier quality

management

Process

management/

operating

procedures

Quality data and

reporting

Employee

relations

Top

management

support

Quality

information

Process

management

Product design

Workforce

management

Supplier

involvement

Customer

involvement

Executive

commitment

Adopting the

philosophy

Closer to

customers

Closer to

suppliers

Benchmarking

Training

Open

organization

Employee

empowerment

Zero-defects

mentality

Flexible

manufacturing

Process

improvement

Measurement

Top

management

commitment

Customer

satisfaction

Supplier quality

management

Design quality

management

Benchmarking

SPC usage

Internal quality

information

usage

Employee

empowerment

Employee

involvement

Training

Supplier

performance

Product quality

People and

customer

management

Supplier

partnerships

Communication of

improvement

information

Customer

satisfaction

orientation

External interface

management

Strategic quality

management

Teamwork

structures for

improvement

Operational quality

planning

Quality

improvement

measurement

systems

Corporate quality

culture

Research Methodology

The aim of this study is to develop an instrument for

measuring TQM elements implementation in various

Indian industries. This was realized on the basis of an

extensive review of the TQM literature and expert

suggestions. A mailed survey methodology was used

for further progression of research. The types of

industries included (engineering works, automobile,

power plant, textile, chemical/ petrochemical,

pharmaceutical, electronics/ electrical and plastic/

rubber) were those who were dealing in

manufacturing the products of these types across the

Indian Territory. The instrument was send to 178

industries through e-mail and manually visiting the

industries, out of which 117 industries responded.





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Due to missing data and inappropriate response, 12

questionnaires were excluded. So, 105 valid

questionnaires for the study were left which carries a

response rate of 58.99%, that is superior one.

Empirical Assessment of the Instrument

In the present work, the instrument developed

consisted of 8 elements and 52 items. These scales

had to be empirically tested and validated. This

section will discuss how the reliability and validity of

these elements were evaluated.

Table 3: Type of Respondent Industries

Type of Respondent Industries Frequency Percentage (%)

Engineering Works 25 23.81

Automobile 44 41.90

Power Plant 9 8.57

Textile 3 2.86

Chemicals/ Petrochemicals 3 2.86

Pharmaceuticals 4 3.81

Electronics/ Electricals 10 9.52

Plastics/ Rubber 7 6.67

Total 105 100

Reliability

Reliability specifies the level to which a test

capitulate the alike results on repeated examinations

(Carmines and Zeller, 1979). Internal consistency

reliability is the frequently used measure in assessing

survey instruments. It is a feature which tells how

fine the different items compute the same idea.

Internal consistency is measured by calculating a

statistic named as Cronbach's coefficient alpha

(Nunnally 1967). Table 4 is specifying the

Cronbach's alpha values for different scales. It should

be noted that none of the item was deleted after factor

analysis. Table 4 indicates that the Cronbach's alpha

coefficients ranged from 0.8417 to 0.9324. Normally,

reliability coefficients of 0.70 or more are considered

good (Nunnally, 1967). Accordingly, the 8 scales

developed for measuring TQM elements instrument

were considered to be reliable.

Table 4: Internal consistency analysis

Element Name Number of items Deleted items Cronbach's alpha

Leadership and commitment 8 No 0.8815

Customer satisfaction 5 No 0.9324

Suppliers quality management 5 No 0.8926

Employee involvement and empowerment 8 No 0.8417

Quality planning 8 No 0.9072

Product design 5 No 0.9164

Evaluation and continuous improvement 5 No 0.8975

Process management and control 8 No 0.8791

Item analysis

It is a technique to estimate the assignment of items

to scales was developed by Nunnally (1967). This

method reflects the correlation of each item with each

scale. The scale-score is caculated by computing the

arithmetic average of the scores of the items that

comprise that scale. If an item does not correlate





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highly with any of the scales, it must be eliminated.

Saraph et al. (1989) used this method to evaluate the

assignment of items to scales for developing their

instrument. Table 5 lists the correlation matrix for the

8 scales and their measurement items. The correlation

analysis indicates that the items correlated well with

the scales. Every value in table 5 was found to be

more than 0.5. Therefore, it was maintained that

every item had been correctly assigned to scales.

Table 5: Correlation Matrix

Scales Items

1 2 3 4 5 6 7 8

1 0.826 0.673 0.732 0.696 0.768 0.871 0.911 0.890

2 0.737 0.864 0.758 0.813 0.798 ------ ------ ------

3 0.695 0.665 0.591 0.761 0.829 ------ ------ ------

4 0.847 0.782 0.710 0.858 0.873 0.687 0.781 0.811

5 0.657 0.773 0.661 0.837 0.783 0.682 0.764 0.733

6 0.692 0.736 0.669 0.585 0.781 ------ ------ ------

7 0.639 0.846 0.903 0.759 0.826 ------ ------ ------

8 0.857 0.759 0.821 0.874 0.747 0.907 0.638 0.747

Conclusions

In comparison to other quality management

instruments (as discussed in table 2), the instrument

presented in this paper has the comparatively better

Cronbach’s alpha values. The main reason favoring

this is that, here the authors have used 105 Indian

industries among eight different industrial sectors for

testing and validating this instrument. The internal

consistency falls is better than the Saraph et al.

(1989) instrument. The focus of instruments

discussed in table 2 was predominantly more on

manufacturing industries within limited sectors. This

instrument will certainly help Indian industries in

bringing the main root cause and favors of their

business because this instrument was developed on

the basis of an extensive literature review specifically

focusing the Indian industries. Finally, it is

summarized that this instrument consisting 8

elements and 52 items is reliable and valid for Indian

industries.

APPENDIX

TQM Elements Instrument Please indicate the current status of level of

implementation of all the statements given below in

your industry. By selecting the most optimal option,

please answer all the questions, on a scale of (1)

strongly disagree, (2) disagree, (3) neutral, (4)

agree and (5) strongly agree.

No. STATEMENT REMARKS

Leadership and Commitment

1 Higher management dynamically leads our quality management programme.





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2 Top managers devotedly commune a quality commitment to the employees.

3 Higher management pursues long term business success.

4 Top management provides adequate resources to pursue advance quality.

5 Management prefers quality more primary than achieving production targets.

6 Employees are allowed to make their own decisions regarding quality programmes.

7 Transparency regarding mission and vision.

8 Management regularly examine the system and processes in organisation

Customer Satisfaction

1 Review of customer’s complaint is transferred to manufacturing managers exactly.

2 Is there a continuous talk with those who make assures to the customers?

3 Does a customer complaint form a basis for quality improvement?

4 Does your industry easily recognize current and future requirements of a customer?

5 Customer satisfaction surveys are conducted on regular basis.

Suppliers Quality Management

1 Quality forms a basis of supplier’s selection rather than price.

2 Does product development process involve supplier.

3 Performance feedback of product is presented to suppliers.

4 Supplier is assessed on the results of quality.

5 Quality audits and review to the suppliers.

Employee Involvement and Empowerment

1 Employees are trained to achieve quality principles.

2 Employees are trained in teamwork scenario.

3 Measured and recognition of employee’s performance.

4 Training of employees with in “Total quality concept”

5 Employees are supported if they locate problems.

6 Our industry measures employee satisfaction.

7 Safe and healthy work environment for employees is provided.

8 Promotion and rewards on performance basis.

Quality Planning

1 Quality branch accesses to top management.

2 Development and implementation of strategies keeping in view the customer’s requirements

and the firm’s capabilities.

3 Manager’s objectives are framed by the management.

4 Employee’s objectives are framed by the management.

5 Management’s strategies and objectives are communicated to the entire staff.

6 Does employees are involved by management in sighting the objectives and plans.

7 Final results are compared with planned results, to make improvements.

8 Quality information chart is displayed at most of the workspace.

Product Design

1 Customer’s needs are broadly considered in New Product Development (NPD).

2 Quality function deployment is taken into account in product design.

3 Sales and marketing personal consider quality a profitable attribute.

4 Co-ordination within different departments in product development.

5 NPD is thoroughly re-evaluated before production.

Evaluation and Continuous Improvement

1 Specific organization structure for reviewing quality issues.

2 Feedback is provided to employees on their quality performance.

3 Top management aimed at finding time and expenditure losses in every internal process.





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4 Detection of areas of improvement by top management.

5 Evaluation is made for improvement not for criticism.

Process Management and Control

1 Preventing damaged products is a benchmark tradition in this industry.

2 Production elements are maintained according to maintenance plan.

3 Our processes are designed in such a way that there is fewer probability of employee error.

4 Our industry effectively recognizes causes of scrap and rework.

5 Our industry brings immediate rectification once a quality problem is identified.

6 Manufacturing management is done by using defect prevention tools.

7 Standardisation of operating procedure is documented site-wide.

8 Statistical process control (SPC) tools are used for process control.

References

[1] Agus A. and Abdullah M., 2000, “Total quality

management practices in manufacturing

companies in Malaysia: An exploratory

analysis”, Total Quality Management, Vol. 11,

No. 8, pp. 1041-1051.

[2] Anderson E.A. and Adams D.A., 1997,

“Evaluating the success of TQM

implementation: Lesson from employees”,

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