Management Processes

Natarajan, Dhanasekharan

doi:10.1007/978-3-319-54383-3_3

Cited by 1 publication

(1 citation statement)

References 1 publication

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It goes a long way in helping to achieve the goal of increasing business productivity as companies manage increasingly scarce resources. In addition, TQM mixes concepts that complement one another: quality (total quality control), logistics (just in time) and maintenance (total productive maintenance); all of these concepts aim to reduce costs and improve the quality of the product that goes to market (Natarajan, 2017).…”

Section: Total Quality Management: Tqmmentioning

confidence: 99%

Total quality management in Peruvian goods companies during the COVID-19 pandemic

Benzaquen

Narro²

2022

BIJ

View full text Add to dashboard Cite

PurposeThe aim of this research is to empirically assess the nine dimensions of the Total Quality Management (TQM) model, which have been categorized into four blocks: the top management block, the supplier block, the process management block and the customer block. The nine dimensions represent key strategic activities of company performance. A comparative analysis of companies with ISO 9001 certification and those without certification in a developing country during the COVID-19 pandemic is carried out.Design/methodology/approachA survey was administered to the management of 259 Peruvian goods companies (in the mining, repair and manufacturing sectors) during the COVID-19 pandemic. The survey consisted of 35 Likert-scale items, which were grouped into the following nine TQM dimensions: Top management (leadership), quality planning, quality audit and assessment, product design, suppliers' quality management, process control and improvement, education and training, quality circles and focus on customer satisfaction. Then, Cronbach's alpha, the Kolmogorov–Smirnov test, the Mann–Whitney U test and means were computed for each of the dimensions. This analysis made it possible to estimate significant differences between ISO 9001 certified and non-certified goods companies in terms of the dimensions.FindingsThe results showed that, for ISO 9001 certified companies, the averages for all of the dimensions were significantly different from those of non-certified companies, except for the education and training dimension. ISO 9001 certified companies scored higher than non-certified companies in the TQM dimensions. For both certified and non-certified companies, the leadership dimension had the highest average and the quality circles dimension had the lowest average.Originality/valueThis study addresses two main gaps highlighted in the research on quality management: the application of Quality Management Systems (QMS) in developing countries like Peru, and the impact of ISO 9001 on the performance of goods companies during the COVID-19 pandemic.

show abstract

Section: Total Quality Management: Tqmmentioning

confidence: 99%