Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries

Abstract

Purpose The purpose of this paper is to investigate the relative importance of different total quality management (TQM) implementation barriers in the context of Readymade Garment (RMG) industries in Bangladesh. Present study has developed a hierarchical framework of several TQM barriers to assess their importance. Expert opinions from RMG industries have been taken to evaluate the importance of one barrier over another. Design/methodology/approach Methodology adopted in this study to find out the rank of different TQM barriers is fuzzy analytic hierarchy process. Findings The study shows that, according to order, inappropriate planning of TQM implementation program, lack of financial support, lack of employee training, lack of empowerment of employees, lack of sufficient physical resources, etc. are critical barriers and hampering the successful implementation of TQM program in this sector. Research limitations/implications This study has both theoretical and practical implications. It has found out strong and weak contribution of different barriers during TQM implementation. Therefore, this finding will strengthen the knowledge of successful implementation of TQM and will further enrich the existing literature in the context of manufacturing industries in developing countries. Moreover, this finding will also help the decision makers in preparing an effective plan for successful implementation of TQM by utilizing limited resources. Practical implications Moreover, our results will aid the managers of RMG sector to find the weight of importance of different barriers. Accordingly, they will make a plan to overcome the major TQM barriers which will increase the success rate of TQM implementation. Every Successful program will bring business excellence. These findings could be a guideline for TQM implementation program in developing countries. Originality/value Present study possesses some significant values. First, so far our knowledge go, no other study has developed a hierarchical structure of TQM barrier on the basis of overall change needed within the organization for TQM implementation. Second, this study could be a good guideline for TQM implementation program in RMG sector in developing countries.

Barriers to Total Quality Management for sustainability in Indian organizations

“…From all the identified barriers, the two barriers “lack of top management involvement” and “ineffective leadership” are the most influential barriers and they have been put at the first level, while “unawareness of measuring quality and customer satisfaction level” and “employee's resistance to change” are the least influential (Figure 3). “Lack of top management involvement” (Talib et al , 2011; Tsironis, 2018; McAdam et al , 2019; and Talapatra and Uddin, 2019) and “ineffective leadership” (Talib et al , 2011; Hasan et al , 2013; Kumar and Sharma, 2017c, 2018; and Talapatra and Uddin, 2019) are most significant barriers therefore, organizations should focus on setting up good leadership and top management involvement to TQM sustainability. On the other hand, Saleh et al (2018), McAdam et al (2019), Talapatra and Uddin (2019), Dilawo and Salimi (2019) found “unawareness of measuring quality and customer satisfaction level” and Patyal and Koilakuntla (2018), McAdam et al (2019), Talapatra and Uddin (2019) found “employee's resistance to change” is the top of hierarchy level of ISM model that should be also avoided for minimizing the barriers in TQM implementation.…”

“…“Lack of top management involvement” (Talib et al , 2011; Tsironis, 2018; McAdam et al , 2019; and Talapatra and Uddin, 2019) and “ineffective leadership” (Talib et al , 2011; Hasan et al , 2013; Kumar and Sharma, 2017c, 2018; and Talapatra and Uddin, 2019) are most significant barriers therefore, organizations should focus on setting up good leadership and top management involvement to TQM sustainability. On the other hand, Saleh et al (2018), McAdam et al (2019), Talapatra and Uddin (2019), Dilawo and Salimi (2019) found “unawareness of measuring quality and customer satisfaction level” and Patyal and Koilakuntla (2018), McAdam et al (2019), Talapatra and Uddin (2019) found “employee's resistance to change” is the top of hierarchy level of ISM model that should be also avoided for minimizing the barriers in TQM implementation. The same level barriers mutually support each other and lead to the next level barriers.…”

Exploring the effectiveness of maintenance and quality management strategies in Indian manufacturing enterprises

“…TPM is closely related to TQM as both are geared to make a plant more competitive (Seth and Tripathi, 2006;Konecny and Thun, 2011;Modgil and Sharma, 2016). However, the focus of TPM is more toward shop floor operations and TQM is more about strategic elements like product innovation, quality and data reporting, research and development, and utilization of technology (Modgil and Sharma, 2016;Talapatra and Uddin, 2019). The main objective of TQM is to generate improved product quality to improve firm performance (Kaur, et al, 2012;Chakraborty, et al, 2019).…”

Impact of adopting a PDCA methodology on performance of companies – experience from companies in India

“…Similarly, van Kemenade and Hardjono (2019) have proposed a new paradigm for TQM for the newly emerging industry. Talapatra and Uddin (2019), using a fuzzy analytic hierarchy process, have proposed methods to overcome barriers in the garment industry in Bangladesh.…”