An empirical analysis of effective TQM implementation in the Hong Kong electronics manufacturing industry

Ho, Derek L.; Duffy, Vincent G.; Shih, Hsi‐Te

doi:10.1002/(sici)1520-6564(199924)9:1<1::aid-hfm1>3.0.co;2-l

Cited by 54 publications

(63 citation statements)

References 26 publications

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“…The successful implementation of TQM requires effective change in the culture of a company. It is almost impossible to have changes in a company without any a concentrated effort by the administration, which aims at a continuous improvement in an open communication and cooperation throughout the enterprise (Bell and Burnham, 1989;Ettkin et al, 1990;Goodstein and Burke, 1991;Handfield and Ghosh, 1994;Choi, 1995;Hamlin et al, 1997;Zeitz et al, 1997;Daft, 1998;Abraham et al, 1999;Adebanjo and Kehoe, 1999;Ho et al, 1999).…”

Section: Leadershipmentioning

confidence: 99%

“…The management of human resources, previously known as personnel management, has been upgraded to the science that studies the staff not as a factor that causes costs, but as an asset in which each company must invest. The administration should provide the necessary resources for the training of staff in the use of new concepts and tools and creates a work environment that encourages employee participation in the process of change (Bell and Burnham, 1989;Schroeder et al, 1989;Burack et al, 1994;Anderson et al, 1995;Flynn et al, 1995;Hamlin et al, 1997;Ahire and O'Shaughnessy, 1998;Daft, 1998;Handfield et al, 1998;Ho et al, 1999;Wilson and Collier, 2000). Top management should also ensure that the necessary resources for the relevant quality training is available (Ahire and O'Shaughnessy, 1998;Anderson et al, 1995;Flynn et al, 1995;Handfield et al, 1998;Ho et al, 1999).…”

Section: Human Resource Managementmentioning

confidence: 99%

“…The information and analysis of data related to quality, including the unnecessary actions of a "poor" quality, such as repetitive labor costs, waste and control charts to identify quality problems and provide information on the areas of potential improvement (Choi, 1995;Lockamy, 1998;Ho et al, 1999). The data relating to quality have a positive effect on firm performance through three business practices of TQM.…”

Section: Information and Data Analysismentioning

confidence: 99%

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Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

Vranaki

Vranakis

Sarigiannidis

2015

Int. J. Prod. Manag. Eng.

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The competition in the Greek manufacturing sector has become very intense and the need for businesses to survive, under these very difficult conditions, forces them to find new ways to increase their profits, but also to attract new customers and to retain old. A necessary condition for long-term business survival is to maintain a high product quality level. The implementation of Total Quality Management (TQM) approach is a key factor to achieve this goal.The main objective of this research is to identify the current situation as far as the implementation of TQM by Greek manufacturing firms, and finally to compare the results between the current research and the previous research of 2009 (Vranaki et al., 2010). The research model that has been developed incorporates nine factors which are found in literature to influence Total Quality Management. A structured questionnaire has been developed and distributed to executives of 61 companies. Descriptive statistics as well as Structure Equation Modeling (SEM) techniques were used to analyze the data.

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Section: Leadershipmentioning

confidence: 99%

Section: Human Resource Managementmentioning

confidence: 99%

Section: Information and Data Analysismentioning

confidence: 99%

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Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

Vranaki

Vranakis

Sarigiannidis

2015

Int. J. Prod. Manag. Eng.

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“…We used the ISO 9001:2008 certified organization as a proxy for effective implementation of TQM. The ISO9000 series certification implies that a TQM system is running in these organizations (Ho et al 1999), although this system may not be observed at an organization wide scale. Therefore, data were collected from employees within various departments of a large ISO9001:2008 certified public organization located in Riyadh, Saudi Arabia.…”

Section: Sample and Proceduresmentioning

confidence: 99%

An Instrument for Measuring Perception Levels on TQM Practices among R&D Center Employees in Saudi Arabia

Alshitri¹,

Abdulaziz²

2014

CIBIMA

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“…Así pues, considerando estas características y contemplando los requisitos para la implantación de la TQM (Hamlin et al 1997;Zeitz et al 1997;Abraham et al 1999; Ade-banjo y Kehoe 1999; Ho et al 1999;Aguirre García y Aparicio de Castro 2002;Camisón et al 2007;Martínez Caro et al 2010) 1 , nuestro propósito es el estudio de los procesos de implantación y de los principales cambios a los que se enfrentan las OTSS durante el proceso. El objetivo es de carácter constructivista, siguiendo un enfoque deductivo desde el que se pretende aplicar un marco general (Sistemas TQM) a un contexto particular (TSS) basándolo en la información procedente de casos de organizaciones que han sido pioneras en la implantación de un sistema TQM basado en el modelo EFQM.…”

Section: Introductionunclassified

The challenge of quality for Social Third Sector. Cases analysis of EFQM model implementation

Ayensa¹,

Menorca²,

Servós³

2013

cuadernosgestion

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Nowadays, the difficulties of the Governments to maintain the Welfare Systems have promoted the private management in the welfare services sector. The Third Sector organizations, as welfare services suppliers, have to adapt to the changing social demands and try to encourage their participation in the system configuration but being able to demonstrate the efficiency with which they operate. Faced with this challenge, Quality Management Systems offer an opportunity for the Third Sector Organizations, although with some reluctance due to the industrial origin of the model. The main aim of this work is to study the implementation process of a Total Quality Management system in the Third Social Sector organizations. Our research has been done through the analysis of multiple cases, selecting four organizations in different stages of quality management implementation. The data analysis was done using qualitative analysis software ATLAS.ti and for the evaluation of each case was done following the EFQM assessment system software to analyze the different elements of the model enablers. The main results are the relevant meaning of alliance development, the user focus as well as the person focus, elements system which the organizations consider as key issues. This research work shows the process for four organizations but suggest the necessity to research deeply about relationship among the enablers as well as a causal analysis as future lines.

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An empirical analysis of effective TQM implementation in the Hong Kong electronics manufacturing industry

Cited by 54 publications

References 26 publications

Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

Total Quality Management implementation in Greek businesses: Comparative assessment 2009-2013

An Instrument for Measuring Perception Levels on TQM Practices among R&D Center Employees in Saudi Arabia

The challenge of quality for Social Third Sector. Cases analysis of EFQM model implementation

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