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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

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].

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].

VI. 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.

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.