Developing a model of quality management methods and evaluating their effects on business performance

Abstract

To cite this article: Zhihai Zhang (2000) Developing a model of quality management methods and evaluating their effects on business performance, Total Quality Management, 11:1, 129-137, ABSTRACT From an extensive review of the total quality management (TQM) literature, a model of quality management methods (QMMs) was developed. The model has 83 QMMs which are categorized by the 11 TQM elements they primarily aim to improve. Ten manufacturing companies which were renowned for quality management in the Netherlands were selected for investigation of how they practically implemented the model of QMMs and what the eþ ects of QMMs were on business performance. A structured interview technique was employed for data collection. It is concluded that: the model of QMMs can be used to assess an organization's strengths and weaknesses with regard to its use of QMMs; diþ erent companies have employed diþ erent QMMs on the basis of their own requirements; QMMs really have positive eþ ects on product quality; and TQM has much better eþ ects on overall business performance than ISO 9000.

Total Quality Management Practices on Employees’ Job Involvement in Nepalese Manufacturing Industry

“…Customer focus is defined as the extent to which an organization continuously satisfies customer needs and expectations (Zhang, 2000). Customer focus is vital that leaders encourage the understanding of customer needs, build relationships with customers and fulfill their demands (Cai, 2009).…”

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

“…Employees should be regarded as valuable, long-term resources worthy of receiving education and training throughout their career (Zhang, 2000). Educating and training all employees provides the information they need on the mission, vision, direction, and strategy of the organization as well as the skills they need to secure quality improvement and resolve quality problems (Tenner and DeToro, 1992).…”

“…Recognition and reward activities in organizations should effectively stimulate employee commitment to quality improvement activities otherwise these activities are failures and working condition improvements, salary promotions, position promotions, financial awards for excellent suggestions are good methods for recognition and reward (Zhang, 2000).…”

Development of a measure to assess quality management in certified firms

“…Therefore, bearing in mind that experience has shown that some firms fail when they implement TQM (Boje and Winsor, 1993;Spector and Beer, 1994) and the implementation of TQM cannot be successful without the use of suitable quality management methods (Sitkin, Sutcliffe and Schoroeder, 1994;Wilkinson et al, 1998;Zhang, 2000) such as statistical techniques (Stuart, Mullins and Drew, 1996), managers of ISO 9000-certified small and medium firms that really want to progress towards a TQM culture, should implement the following factors, using the following methods: − Specialized training. Training cannot stop at an initial level, and must be of a continued nature (Ishikawa, 1985).…”