Total quality management in SMEs

Ghobadian, Abby; Gallear, David

doi:10.1016/0305-0483(95)00055-0

Cited by 343 publications

(326 citation statements)

References 7 publications

Supporting

Mentioning

286

Contrasting

Unclassified

Order By: Relevance

“…This presents some serious challenges as the resources required to develop, implement and maintain a certified QMS system can be prohibitive, and it is argued with some justification that the management concepts appropriate for the needs of large organisations may prove ineffective in small and medium-sized enterprises (SMEs), and indeed may even produce adverse results [11]. What is encouraging however, is that in terms of QM, and particularly TQM there are many advantages to being a small organisation as it is easier to effect the cultural change that inevitably accompanies the implementation thereof.…”

Section: Quality Management and Professionalsmentioning

confidence: 99%

Quality management in South African architectural practices

Munting

Cruywagen

2008

Building and Environment

View full text Add to dashboard Cite

The building and construction industries worldwide are experiencing ever closer scrutiny of their operations as pressure mounts from clients to address the inefficiencies inherent therein. The issue of quality is of pivotal concern in this regard and this paper examines the status quo of a number of South African architectural practices with respect to how they are managing quality, and tests their opinions with regard to ISO 9000 certification as a means of addressing the issue. The results indicate that the architects in question generally have a poor grasp of quality management theory, although many of the eight main principles required for its implementation are already intrinsically present in the way they manage their practices; probably as a result of the small size of the average practice. A systematic and documented approach to quality management is however largely lacking in the profession and a great deal of negativity exists with regard to ISO 9000 certification.

show abstract

Section: Quality Management and Professionalsmentioning

confidence: 99%

Quality management in South African architectural practices

Munting

Cruywagen

2008

Building and Environment

View full text Add to dashboard Cite

show abstract

“…Quality Management is used by companies as a way to improve their activities (internal quality) and their performance (external quality) (Kaynak, 2003), which allows them to achieve a significant improvement in satisfying customers, employees and business performance (Ghobadian & Gallear, 1996). Similarly, quality will allow them to differentiate and compete in the current context, characterized by rapid changes in supply and demand (Casadesus, Marimon, & Alonso, 2010).…”

Section: Introductionmentioning

confidence: 99%

Dependence relationship between the critical quality factors and social impact

et al. 2014

View full text Add to dashboard Cite

This paper shows the results of the empirical study conducted in 186 tourist accommodation businesses in Spain certified under the "Q for Tourist Quality", own System Quality Management. It was raised with the purpose of analyzing the structure of the relationship between critical quality factors and results-social impact, how they operate and the level of their influence on obtaining these results within the company. Starting from a deep theoretical revision we propose a theoretical model together with the hypotheses to be tested, and we proceed to validation using the technique of Structural Equation Models. The results obtained show that companies wishing to improve their social impact should take into account that leadership is the most important factor to achieve it. Leadership indirectly affects the social impact through its influence on alliances and resources, quality policy/ planning, personnel management and learning. KEYWORDS | Quality management, "Q for Tourist Quality", social impact results, accommodation businesses, causal model. RESUMO Este artigo apresenta os resultados do estudo empírico realizado em 186 empresas de alojamento turístico na Espanha, certificadas de acordo com "Q de Qualidade Turística", Sistema de Gestão da Qualidade próprio. Foi criado com a finalidade de analisar a estrutura da relação entre os fatores críticos de impacto de qualidade e resultados -impacto social, como se operam e do nível da sua influência sobre a obtenção destes resultados dentro da empresa. A partir de uma revisão teórica integrante propomos um modelo teórico juntamente com as hipóteses a serem testadas, e procedemos à validação usando a técnica de modelos de equações estruturais. Os resultados obtidos mostram que as empresas que desejam melhorar seus resultados e impacto social deve levar em conta que a liderança é o fator mais importante para tal. A liderança afeta indiretamente o impacto social através de sua influência sobre alianças e recursos, política de qualidade e planejamento, gestão de pessoal e de aprendizagem. PALAVRAS-CHAVE | RAE-Revista de Administração de Empresas | FGV-EAESP

show abstract

“…The industry should produce products with better quality, cheaper price, faster delivery and better service to customers, compared to competitors. Total Quality Management is considered an important catalyst in this context (Ghobadian & Gallear, 1996) with the objective of increasing the quality of products and services continuously to satisfy the customers. So, in order to be able to achieve the above goals, the Malaysian automotive industry, especially the suppliers, should adopt Total Quality Management.…”

Section: Introductionmentioning

confidence: 99%

Total Quality Management and Theory of Constraints Implementation in Malaysian Automotive Suppliers: A Survey Result

Zadry

Yusof

2006

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

The automotive industry is one of the most important and strategic industries in the Malaysian manufacturing sector. It supports a large number of Small and Medium Enterprises (SMEs). The Malaysian automotive industry, especially the suppliers, must be able to stay competitive and be in business. In order to be able to achieve the above goals, suppliers should apply Total Quality Management (TQM) to improve the quality of products and services in satisfying the customers. Theory of Constraints (TOC) is a systems methodology that has been developed to assist people and organizations to think about their problems, develop breakthrough solutions and implement those solutions successfully. TOC can be assimilated into TQM implementation as a mechanism to assist TQM and to enhance its implementation. This paper relates to a survey conducted to determine the extent of TQM and TOC implementation in Malaysian automotive suppliers. A questionnaire was sent to 250 automotive suppliers in Malaysia. The Statistical Package for the Social Sciences (SPSS) software was utilized to perform the required statistical analysis of the data from surveys. This paper reports on the findings of the survey conducted. It was found that Malaysian automotive suppliers have achieved quite a high level of their quality implementation programs, although most of them are still in the early stage of implementing TQM. However, there were still problems in their implementation of TQM. It shows that TOC is still something very new in Malaysian automotive suppliers. Its implementation is at a 'low' level of practice. The findings culminate with conclusions together with some proposed future research directions.

show abstract

Total quality management in SMEs

Cited by 343 publications

References 7 publications

Quality management in South African architectural practices

Quality management in South African architectural practices

Dependence relationship between the critical quality factors and social impact

Total Quality Management and Theory of Constraints Implementation in Malaysian Automotive Suppliers: A Survey Result

Contact Info

Product

Resources

About