Quality management practices and their impact on performance

Abstract

PurposeThis paper aims to explore the relationship between quality management practices and their impact on performance.Design/methodology/approachFirst, critical quality management practices are identified and classified in three main categories: management, infrastructure, and core practices. Then, a model linking these practices and performance is proposed and empirically tested. The empirical data were obtained from a survey of 133 Tunisian companies from the plastic transforming sector.FindingsThe results reveal a positive relationship between quality management practices and organizational performance. Moreover, the findings show a significant relationship between management and infrastructure practices. In addition, the results illustrate a direct effect of infrastructure practices on operational performance and of core practices on product quality.Research limitations/implicationsThe conceptual model proposed and tested in this study can be used by researchers for developing quality management theory. In addition, this model may offer a flow chart to practitioners for effective quality management implementation.Originality/valueThe proposed model is the first one to distinguish the direct effects of infrastructure practices on performance from the indirect effects of these practices through the core practices. Besides, the use of path analysis method to study the direct and indirect relationships between quality management practices and their effect on performance dimensions.

Contribution of Quality Management Practices to Sustainability Performance of Vietnamese Firms

“…The contributions of these practices are also highlighted in the literature. For instance, the roles of Top management support [14,39,65]; Product/service design [12,30,73]; Quality data and reporting [14,63]; and Continuous improvement [23,71].…”

“…Regarding economic aspect, there are empirical studies investigating the linkage between quality management practices and financial performance [23,28,32,49], organizational performance [50], and business performance [24]. Some studied examined QM and antecedent of economic performance such as operational performance [12,28,38,39,[51][52][53][54], production performance [34], and quality performance [22,23,26,33,55,56]. Regarding environmental performance, some studies found the contribution of quality management system to environmental performance [4,[57][58][59][60].…”

“…After that, numerous studies have defined and measured quality management practices, and analyzed their implementation in enterprises in both developed countries, such as Japan [22], the US [23][24][25], Hong Kong [14], Australia [26,27], Spain [28][29][30], and Singapore [31]; and developing countries, such as China [14,24,32], South Korea and Taiwan [33], Malaysia [34], Turkey [35,36], Thailand [37], Mexico [25], Ghana [38], Tunisia [39], and Vietnam [6,40,41].…”

Total Quality Management in Higher Education: A Review

“…TQM has been greatly acknowledged and victoriously applied in many small and large organizations, providing them the advantage in international as well as local competence through the creation of high quality products or service to fulfill the customers demand (Dale & Plunkett, 1990). As Lakhal et al (2006) indicate that organizations with TQM systems in place coherently surpass the industry criterion for return on investment. While, Saad and Patel (2006) reasoned that by enforcing TQM, the companies acquired in-depth discernment of the key element related with the quality supply chain function practices in Indian automotive industries.…”

A Importância Do Controle De Qualidade Em Indústria Do Segmento Alimentício

“…Dessa forma, a gestão da qualidade desenvolve a organização, proporcionando vantagem competitiva (LAKHAL; PASIN;LIMAM, 2006). Sendo assim, para concretização do sistema de gestão ou garantia da qualidade, faz-se necessário o entendimento e aplicação das ferramentas da qualidade.…”