A study of quality management practices in TQM and non‐TQM firms

Prattana Punnakitikashem · Tritos Laosirihongthong · Dotun Adebanjo · Michael W. McLean

45 citations0/0 files storedInternational Journal of Quality & Reliability Management

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Quality and Supply Management Quality and Management Systems Management Systems and Quality Improvement

Abstract

Purpose The primary objective of this research is to explore whether total quality management (TQM) firms execute various quality management practices significantly differently from non‐TQM firms in the Association of South East Asian Nations (ASEAN) automotive supply chain. The study also aims to analyze differences between different tiers of this supply chain and to examine the relationship between the implementation of quality management systems and adoption of TQM. Design/methodology/approach A total of 165 datasets collected from ASEAN automotive Original Equipment Manufacturers (OEMs) and their tier 1 and 2 suppliers in five ASEAN countries were tested by using cross‐tabulation analysis and ANOVA with post hoc test. Findings The results show that firms that have successfully implemented the concept of work standardization or process‐approach through quality management systems (QMS) certification have tended to pursue TQM as the subsequent stage in their quality journey. In addition, the study found that all seven TQM practices – leadership; strategy and planning; customer focus; information and analysis; people management; process management; and supplier involvement – were significantly higher in TQM firms than in non‐TQM firms. Finally, the study found that tier 3 suppliers were less likely to implement TQM practices compared with higher tiers (1 and 2), except in supplier involvement. Originality/value The study presents an insight into TQM constructs evolution in the ASEAN region, which has gained increased prominence and world impact as a result of international outsourcing. It therefore addresses a significant gap in the literature about how quality management is deployed in this important region of the world.

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References

2004Towards a theory of supply chain management: the constructs and measurements 1999The relationship between total quality management practices and operational performance 2002Quality management re‐visited: a reflective review and agenda for future research 2003The relationship between TQM practices, quality performance, and innovation performance 1997The business value of quality management systems certification. Evidence from Australia and New Zealand 2007Innovativeness and organizational innovation in total quality oriented firms: The moderating role of market turbulence 2006The impact of total quality management on innovation 2001A comparative study of TQM practice and organisational performance of SMEs with and without ISO 9000 certification

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