Enablers for Implementation of TQM Practices
Dr. Nancy Agnes, Head, Technical Operations, Tutorsindia info@ tutorsindia.com
In today's intensely dynamic market, achieving quality
in product and satisfaction among customer are two
main
critical
benchmarks
for
organization's
sustainability. To retain their business in this
competitive world, many organizations have looked
upon implementing TQM practices as an effective
method to have high-quality goods and services [1].
Total quality management (TQM) is termed to be an
integrated management methodology which eventually
focuses on continuously improving processes, resources
& strategies in order to meet customer needs.
Irrespective of any industry or sector, TQM is being
implemented by public
or private sector organizations as well, in order to
satisfy customer needs more effectually. Successful
businesses have realized that customer loyalty has a
strong effect on their bottom line and as a result,
implementing a quality culture will boost
competitiveness. Creating an ecosystem that fosters a
quality culture necessitates a formal, systemic
approach. Most organizations, however, are having
difficulty in implementing TQM because they do not
follow the goals and principles of TQM [2]. Following
are the prominent enablers which are responsible for
successful TQM implementation which will aid in
bringing the process in full circle.
Figure 1: Enablers for TQM implementation
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I. TOP MANAGEMENT COMMITMENT
VI. TEAMWORK
One of the main elements considered for TQM
implementation is Top management commitment as it
is considered to be an essential element for
safeguarding implementation of TQM. Also, in order to
demonstrate the availability of tangible measures, toplevel management support is needed. Direct presence of
top management speeds up decision-making and
facilitates the TQM journey[3].
Teamwork will bring the entire organization's
workforce together to achieve quality management
results. Working a team would enable businesses to
find effective solutions to challenges as they will feel
free to communicate with each other openly [4].As a
result, the success of organizations is determined by
their management plan for identifying, classifying,
analyzing, and reacting to the most successful solution.
Despite the fact that TQM incorporation results in a
broad variety of organizational improvements, many
organizations have yet to follow this strategy. Also,
more researchers have classified the essential success
factors for implementation of TQM practices in
different sectors, but still the researchers are attempting
to improve the results of previous studies.
II. COMMUNICATION
A good input and communication mechanism are
important for communicating ideas to management. A
communication paradigm reduces uncertainty and fear,
allowing TQM to be applied more quickly. Direct
communication among workers & managers, as well as
face-to-face communication, are the most effective
modes of communication [2].
III. CUSTOMER FOCUS
Customer focus refers to the extent that a business takes
to make satisfied customer. One of the most important
aspects of TQM is the emphasis on the consumer, since
consumers enable organizations to survive. A good
company recognizes the importance of identifying the
consumer first at all times in order to fully ascertain
their needs [4].
IV. EMPLOYEE INVOLVEMENT
Employee involvement is a method of allowing
employees at all levels of the company to partake in
management decision-making and development
practices. TQM can be implemented effectively if the
workforce is committed and has the necessary skills. As
a result, all workers, from the top down, must be
empowered to take ownership of their work and
collaborate efficiently in order to improve quality at all
levels. [5].
V. TRAINING
Training is a vital element that aids in the pursuit of
quality growth. Increased participation entails greater
accountability, which necessitates a higher degree of
competence, which can only be attained by training.
Quality training entails training of employees as well as
assisting them in expanding their expertise and
providing information about the chore, goal, and
organizational structure in order for them to learn skills
thereby improving Quality [6].
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REFERENCES
[1]
A. P. Anil and S. K.P., “TQM practices and its
performance effects – an integrated model,” Int. J.
Qual. Reliab. Manag., vol. 36, no. 8, pp. 1318–1344,
Sep. 2019, doi: 10.1108/IJQRM-10-2018-0266.
[2]
M. T. Al Nahyan and S. F. Abdel All, “Key
Enablers of Effective Implementation of TQM in Royal
Jet Airways,” Adv. Decis. Sci., vol. 2017, pp. 1–10,
Sep. 2017, doi: 10.1155/2017/3197585.
[3]
T. Van TRANG and Q. H. DO, “Critical
Success Factors of TQM Implementation in Vietnamese
Supporting Industries,” J. Asian Financ. Econ. Bus.,
vol. 7, no. 7, pp. 391–401, Jul. 2020, doi:
10.13106/jafeb.2020.vol7.no7.391.
[4]
N. Virmani and R. N. Yadav, “Key Enablers
for Effective Implementation of TQM In Indian
Manufacturing Industries,” IJITE, vol. 24, no. 2, 2016,
[Online].
Available:
https://www.ijite.com/citations/IJITE_24021602.pdf.
[5]
S. Georgiev and S. Ohtaki, “Critical success
factors for TQM implementation among manufacturing
SMEs,” Benchmarking An Int. J., vol. 27, no. 2, pp.
473–498, Sep. 2019, doi: 10.1108/BIJ-01-2019-0037.
[6]
N. M. Salleh et al., “Critical success factors of
total quality management implementation in higher
education institution: UTM case study,” 2018, p.
020007, doi: 10.1063/1.5080060.
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