Total quality management and service quality: an exploratory study of quality management practices and barriers in service industry

Talib, Faisal; Rahman, Zillur; Qureshi, M.N.; Siddiqui, Jamshed

doi:10.1504/ijsom.2011.041991

Cited by 66 publications

(42 citation statements)

References 110 publications

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“…There are many more examples that could be listed. In the past two decades, TQM has enjoyed a great popularity in all types of industries, but a recent trend shows it has a greater impact on service industries like healthcare, hospitality, banking and information technology (IT) and information systems (IS) (Talib et al 2012a;2011a). Antony et al (2002) and Lewis et al (2005) have argued that following a TQM program leads to improved employee involvement and communication while Corbett and Rastrick (2000) asserted that TQM promotes continuous improvement and innovation.…”

Section: Introductionmentioning

confidence: 99%

Identification and prioritization of barriers to total quality management implementation in service industry

Talib

Rahman

2015

The TQM Journal

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Purpose – Despite the potential benefits of total quality management (TQM) articulated by quality experts and practitioners, these benefits are not easy to achieve in practice. Many service industries have found difficult to implement TQM successfully. The present study investigates and categorizes the barriers to a successful implementation of TQM program in the service industry. The purpose of this paper is to understand TQM barriers and prioritize their relative importance by ranking them in the service industry. Design/methodology/approach – Based on previously published literature on TQM barriers in service industry and after discussions with quality experts, this study utilizes a set of 12 barriers to TQM as identified by the authors of TQM barriers to accomplish the objectives of the present study. The 12 barriers were divided into three categories. These barriers were prioritized and ranked using an analytic hierarchy process (AHP) approach, a multi-criteria decision-making process. Findings – In this research, the category “managerial issues” was found to be the most important, followed by “people-oriented issues” and “organizational issues” based on their priority weights. The results have also highlighted that the barrier “lack of communication” was the most significant among all the other barriers. It was followed by “lack of top-management commitment,” “employee’s resistance to change,” and “lack of coordination between departments.” The least significant barrier was “high turnover at management level.” Practical implications – The study ranks the barriers, from the most important to the least important, which will allow managers and practitioners in the service industry to decide which barriers they need to pay attention to and work on for a successful implementation of TQM. Originality/value – The strength of this study is the development of a comprehensive model for the investigation and prioritization of barriers that the service industry experiences when implementing a TQM program. Presenting TQM barriers in the form of AHP-based model and categorizing barriers is a new effort in the area of TQM.

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Section: Introductionmentioning

confidence: 99%

Identification and prioritization of barriers to total quality management implementation in service industry

Talib

Rahman

2015

The TQM Journal

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“…As a result basic metals sector plays a limited role in the country's economic development, GDP contribution as well as employment creation and a means of foreign substitution and foreign exchange. However, both developed and developing nation firms are now looking at securing cost, quality, technology, sustainability, knowledge, health, resource and other competitive advantages as strategies to pursue in a globally competitive environment [29][30][31][32][33]. As result currently in highly competitive and complex marketplace, a company follows with a more effective and efficient continuous improvement tool and systems have one of critical ingredients for improving company performances and attain global competitiveness.…”

Section: Competitiveness Analysis Using Cause and Effect Diagrammentioning

confidence: 99%

The Roles of TQM and JIT For Basic Metal Industries Global Competitiveness

Aw¹,

Kitaw²,

Ebinger³

2017

Ind Eng Manage

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The purpose of this study is to develop an integrated continuous improvement model so as to improving the global competitiveness of basic metal industries. The study concerned on the Ethiopian basic metal-manufacturing firms, with a special emphasis on the medium and large manufacturing industries. However, basic metal industries occupy a prominent position in the development agenda of many developing countries like Ethiopia. Hence, this study investigated the role of continuous improvement for global competition of basic metal industries, so as to tackle global competition problems on the firms. From numerous contentious improvements, we have to emphasis integrated JIT and TQM implementation on basic metal industries to improve competitive performance. The survey study is conduct through field observation, literature review of research articles, books, magazines, manuals, company report and electronic-sources which are analysis. A case study also conducted at Kaliti Metal Products Factory. The survey data is analyzed using descriptive analysis, SPCT (fishbone diagram). At literature level, the global competitiveness of Ethiopian economy was assessed and the current trends of continuous improvement tools implementation for global competitiveness of basic metal industries was analyzed. Poor supply chain system, manpower, raw material problems, energy fluctuation, outdated technology, manufacturing systems, financial and logistics problems are identified as the obstacles and influence the Ethiopian basic metal industry performance and global competitiveness. Based on the investigations an integrated continuous improving models are developed so as to improve the performance and global competitiveness of basic metal industries.

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“…Some studies have investigated the importance of QM CSFs (Hoang, Igel, & Laosirihongthong, 2010;Kaynak, 2003;Kull & Wacker, 2010;Lam, Lee, Ooi, & Lin, 2011;Leavengood, Anderson, & Daim, 2012;Mardani, Bagheri, Soltan, & Lari;Mardani et al, 2013;Mardani, Jusoh, Soltan, & Bagheri, 2012;Mardani & Kazemilari, 2012;Martínez-Costa, Choi, Martínez, & Martínez-Lorente, 2009;Ooi, 2014;Phan, Abdallah, & Matsui, 2011;Talib, Rahman, Qureshi, & Siddiqui, 2011;Zu, Robbins, & Fredendall, 2010). A great deal of literature is focused on what is constituted in QM and what CSFs have contribution to success of QM.…”

Section: Review On Qm Csfsmentioning

confidence: 99%

A Combined Hybrid Fuzzy Multiple Criteria Decision-making Approach to Evaluating of QM Critical Success Factors in SME's Hotels Firms

Mardani

Jusoh

Bagheri

et al. 2015

Procedia - Social and Behavioral Sciences

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The purpose of this study is to evaluate the importance of QM CSFs in Iranian SME's hotels firms. Primary criteria to evaluate QM CSFs are achieved by the literature survey. Through the FDM by industries and academia experts the importance CSFs were categorized in three main factors and 16 sub-factors. Two fuzzy MCDM methods are applied; fuzzy AHP and TOPSIS. The finding of this study indicated that human factors had the first rank from three perspectives and leadership as a sub-factor was the first rank from 16 sub-factors.

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Total quality management and service quality: an exploratory study of quality management practices and barriers in service industry

Cited by 66 publications

References 110 publications

Identification and prioritization of barriers to total quality management implementation in service industry

Identification and prioritization of barriers to total quality management implementation in service industry

The Roles of TQM and JIT For Basic Metal Industries Global Competitiveness

A Combined Hybrid Fuzzy Multiple Criteria Decision-making Approach to Evaluating of QM Critical Success Factors in SME's Hotels Firms

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