Importance of organizational structure for TQM success and customer satisfaction

Alcaráz, Jorge Luis García; Montalvo, Francisco Javier Flor; Sánchez-Ramírez, Cuauhtémoc; Avelar-Sosa, Liliana; Marmolejo-Saucedo, José Antonio; Alor-Hernández, Giner

doi:10.1007/s11276-019-02158-5

Cited by 18 publications

(20 citation statements)

References 48 publications

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“…As recognized by top quality experts like Deming [27] and Juran [28], Top Management Commitment is one of the leading elements in QMS implementation as it enhances organizational outcomes by impelling other core QMS factors [54,1]. Top Management Commitment sets the operational norms of QMS, clearly communicated along the entire organizational structure [55,5,56]. A committed management at the top plays a pivotal role by developing a clear organization mission and policy to achieve continuous improvement, communication, and collaboration amongst the value chain hence promoting a quality culture throughout the organization [57].…”

Section: Qms-top Level Practicesmentioning

confidence: 99%

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Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

et al. 2020

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Over the past few decades, Quality Management System (QMS) and High Performance Work System (HPWS) have emerged as key concepts to enhance organizational effectiveness. All over the globe, majority of contemporary manufacturing and services organizations have applied at least one of these development strategies or even both. This study proposes an integrated framework of QMS and HPWS and empirically investigates the relationship between QMS and HPWS practices and their direct and indirect effects on organizational effectiveness using structural equation modelling (SEM). This research makes a number of significant contributions: (1) The black box of the conjoint implementation is opened up for better appreciation of the interplay of QMS and HPWS practices and their influence on organizational effectiveness (2) The key QMS practices recognized as contributing factor of performance have been classified and examined at two distinct levels i.e. QMS Top Level practices and QMS Core practices (3) The mediating and interaction effects of QMS Core practices and HPWS practices on the relationship of QMS-Top Level practices and organizational effectiveness have been thoroughly investigated. The proposed framework is tested through cross-sectional data from 90 Technical Services Organizations (TSO) operating in Pakistan. The research hypotheses are supported by the test results of the SEM. The findings and implications are discussed along with limitations and future research guidelines.

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Section: Qms-top Level Practicesmentioning

confidence: 99%

“…3.2.2 Customer focus. Is the extent of commitment of an organization to determine the current and future customer requirement/expectations, establish customer relationship and evaluate the level of customer satisfaction [56]. Thus processes need to be tuned in accordance with customer's feedback so as to enhance the quality of products [25].…”

Section: Plos Onementioning

confidence: 99%

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

et al. 2020

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“…García-Alcaraz, Montalvo, Sánchez-Ramírez, Avelar-Sosa, Saucedo, and Alor-Hernández [23] declared that the organizational structure for TQM was the basis for achieving customer satisfaction and achieving a better market coverage. That indicates that the quality of a company's products is the first thing that customers evaluate.…”

Section: Commercial Benefitsmentioning

confidence: 99%

“…Although the relationship between LM tools and company performance makes common sense, very few authors have studied it. For example, York and Miree [20] reported the relationship between TQM and financial performance; Singh, Kumar, and Singh [9] analyzed TQM and its impact on the general performance of companies; Moitra [21] examined the role of human resources in the success of TQM; Green et al [22] reported that TQM impacted environmental sustainability; and García-Alcaraz et al [23] analyzed the TQM structure and its effect on customer satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Effect of Quality Lean Manufacturing Tools on Commercial Benefits Gained by Mexican Maquiladoras

et al. 2021

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Companies implement lean manufacturing (LM) tools in their production processes to reduce waste; however, it is difficult to quantify the effect on benefits gained after their implementation. This article proposes a structural equations model (SEM) that relates three LM tools associated with quality as total quality management (TQM), waste, and right first time (RFT) as independent variables associated with commercial benefits gained as a dependent variable. Those four variables were related by six hypotheses that were validated with information from 169 responses to a survey applied to the Mexican maquiladora industry. Partial least squared was used to validate the hypotheses as direct effects. The sum of indirect and total effects was also estimated, and a sensitivity analysis was developed for relationships between variables. Findings indicate that TQM directly affects waste reduction, drives doing RFT, and directly and indirectly affects the commercial benefits gained.

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“…It involves everyone in the organization for gaining continuous improvement. TQM is management philosophies that empower every member of the organization, persuade, and promote each employee to take part, contribute, and proposes a proposition for the overall improvement of the system to achieve continuous improvement (Lleo et al, 2020;Garcia-Alcaraz et al, 2021). TQM has a definite effect on the success of those organizations enforcing their practices and principles (Hassan et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Effective TQM Implementation in the Service Industry: A Proposed Framework

2021

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Purpose: This paper aims to explore the framework, practices, and implementation of total quality management (TQM) in the service industry. Methodology/Approach: The present study focuses on the existing literature on several TQM dimensions and developed a framework that would allow the service industry to efficiently apply TQM, resulting in enhanced organizational performance. Findings: The research findings suggest that the relevance and implementation of TQM practices have a strong linkage to organizational performance. Managers shall work for the accomplishments of TQM to achieve success in local and global competition. By implementing TQM practices effectively in the service industry, managers can see improvements in the organization’s function. Therefore, managers shall accept the TQM approach to improve overall service quality and organizational performance. Research Limitation/implication: The study is limited to secondary data collection and no primary research is carried out to verify the proposed framework. Originality/Value of paper: The present study contributes to the literature on TQM by developing a framework for the service industry. This adds to the existing knowledge on TQM in the service industry and builds a foundation to carry out future research. The proposed TQM framework will empower the organizations for superior performance by evaluating the factors, defining rooms for improvement, and designing ways to achieve business excellence.

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Importance of organizational structure for TQM success and customer satisfaction

Cited by 18 publications

References 48 publications

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

Effect of Quality Lean Manufacturing Tools on Commercial Benefits Gained by Mexican Maquiladoras

Effective TQM Implementation in the Service Industry: A Proposed Framework

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