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

Abstract

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.

The impact of TQM practices on organizational performance and on innovation: the mediating role of organizational learning

“…Practice Supporting references Top management's commitment to quality (TMC) Benzaquen and Narro (2023), Kebede and Singh (2021), Wu (2020), Do et al (2021), Anil andSatish (2019), ElManzani et al (2019), Escrig-Tena et al (2018), Panuwatwanicha and Nguyen (2017), Wei et al (2017), Zhang et al (2016), Khan and Naeem (2016), Yunoh and Ali (2015), Valmohammadi and Roshanzamir (2015), Arshad and Su (2015), Yusr et al (2014), Jaafreh and Al-abedallet (2013), Hassan et al (2012), Zehir et al (2012), Kim et al (2012), Hung et al (2011), Abdullah et al (2009, Pinho (2008), Martinez-Costa and Martinez-Lorente (2008) , Hoang et al (2006) , Demirbag et al (2006), Lakhal et al (2006), Prajogo and Sohal (2004), Singh and Smith (2004), Kaynak (2003), Ahire et al (1996), Powell (1995), Flynn et al (1994, Saraph et al (1989), Juran (1988), Deming (1982) et al, (2006), Sohal (2004), Fuentes-Fuentes et al (2004), Singh and Smith (2004), Grandzol and Gershon (1998), Ahire et al (1996), …”

Exploring the Correlation Between HRM Practices and TQM in Private Companies: An Empirical Investigation in Kosovo

“…The financial service sector has faced significant challenges due to the global financial crisis, necessitating management adaptations and navigating complex circumstances. These organizations have started integrating diverse quality strategies to ensure the delivery of flawless products and services (Benzaquen and Narro 2023). Additionally, increased competition resulting from new market entrants has led customers to switch banks or open additional accounts due to dissatisfaction with prevailing interest rates.…”