Prioritising critical success factors of TQM in Malaysia aerospace industry using fuzzy AHP

Abstract

Malaysia has set a target to become the first aerospace nation in South East Asia by 2030. In efforts to ensure industry players are able to achieve the target, the critical success factors (CSFs) that affecting the successful implementation of total quality management (TQM) in aerospace industry, especially in Malaysia, need to be identified and ranked. Ranking CSFs is a sensitive task that requires extra attention. Self-judgment, previous experiences and references by industry experts, including the existence of uncertainty in decision making, results in inaccurate ranking. Therefore, this study aims to prioritise (identify and rank) the CSFs for successful implementation of TQM in Malaysia aerospace industry (manufacturing sector). Through an in-depth review of the literature, 11 CSFs were identified and categorised into four main criteria. These criteria were analysed empirically using Fuzzy Analytic Hierarchy Process (FAHP) approach to rank the CSFs based on their relative importance weights. FAHP approach was used since the judgments from industry experts have been taken into account as recommended by National Aerospace Industry Coordinating Office (NAICO). The results showed that the main criterion for successful TQM implementation is culture and people with the highest weight of 0.434, followed by organising (0.296), systems and technique (0.151), and measurement and feedback (0.119). Therefore, the top management and decision makers need to give more attention on culture and people factors before implementing TQM which include employee involvement and role of quality department. However, the relationship between CSFs and the performance of TQM implementation need to be analysed further.

Value Analysis in Airframe Manufacturing Industry: A Value Network Approach

“…The study indicated that labor productivity is lower than productivity in developing countries due to insufficient skills and poor management. According [34], the most influence factors to implement the Total Quality Management concept are culture and people. Their high-quality products are easier to produce with talented human resources in airframe manufacturers.…”

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

“…In comparison, top management involvement and leadership are the soft factors widely discussed in the literature, while middle management involvement and support, reward and recognition, and corporate social responsibility focus have not been considered enough to yield explicit knowledge about their influence on the TQM implementation process. According to Halim et al (2019), successful TQM implementation depends on culture and people, systems and techniques development, measurement and feedback. Top management and decision-makers are expected to prioritise culture and people factors, which include employee involvement, before implementing TQM.…”

Decision analysis of warehouse productivity performance indicators to enhance logistics operational efficiency

“…Many scholars, on the other hand, believe that the AHP approach has a few flaws. Implementing the AHP's 1–9 fundamental scales, for example, is a scale of crisp numbers that results in an unstable mode of respondents, resulting in imprecise judgment (Abdul Halim et al , 2019). A further significant advantage of utilizing FAHP to rank these criteria based on many different sources of expert views is that it is specifically intended to reduce any ambiguity or biases associated with the subjective judgments of these experts when conducting the pairwise comparisons (Fu et al , 2020; Alyamani and Long, 2020).…”