Running head: ENABLERS FOR IMPLEMENTATION
Enablers for Implementation of TQM practices
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ENABLERS FOR IMPLEMENTATION
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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.
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Figure 1: Enablers for TQM implementation
Top Management Commitment
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, top-level management
support is needed. Direct presence of top management speeds up decision-making and facilitates
the TQM journey[3].
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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-toface communication, are the most effective modes of communication [2].
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].
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].
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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Teamwork
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.
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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.