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Journal articles on the topic 'TQM'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

ENKAWA, Takao. "From TQC to TQM." Journal of the Society of Mechanical Engineers 102, no. 972 (1999): 658–60. http://dx.doi.org/10.1299/jsmemag.102.972_658.

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2

Gapen, D. Kaye, Queen Hampton, and Sharon Schmitt. "TQM:." Journal of Library Administration 18, no. 1-2 (1993): 15–28. http://dx.doi.org/10.1300/j111v18n01_02.

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3

Sherwood, K. F. "TQM." Manufacturing Engineer 68, no. 6 (1989): 18. http://dx.doi.org/10.1049/me:19890048.

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4

Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "Synergising the effects of transfusion of TQM and TPM for Indian manufacturing industries: a tactical TQM-TPM model." International Journal of Process Management and Benchmarking 5, no. 4 (2015): 456. http://dx.doi.org/10.1504/ijpmb.2015.072326.

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5

Muhammad, Ahmed, and Badar Muhammad. "Investigate the improvement in organizational performance through Soft element of Total Quality Management." International Journal of Management Sciences and Business Research 6, no. 4 (2017): 57–66. https://doi.org/10.5281/zenodo.3468939.

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The aim of study is to construct a model by focusing the effect of Soft TQM elements on the Performance of an organization. The focus would be to construct a model which relates the Soft TQM elements and organizational performance. The responses of Top management, executives and workers will be received using selfadministered questionnaire and online surveys through Google Drive. The responses shall help to compute Soft TQM and Performance through their dimensions. Soft TQM enhances the performance of an organization. This research work shall help Managers, employees, policy makers, quality tr

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6

Taket, Ann, and Robert L. Flood. "Beyond TQM." Journal of the Operational Research Society 45, no. 6 (1994): 723. http://dx.doi.org/10.2307/2584464.

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7

Harvey, Lee. "Beyond TQM." Quality in Higher Education 1, no. 2 (1995): 123–46. http://dx.doi.org/10.1080/1353832950010204.

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8

LAKHE, R. R., and R. P. MOHANTY. "Understanding TQM." Production Planning & Control 5, no. 5 (1994): 426–41. http://dx.doi.org/10.1080/09537289408919515.

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9

Cassidy, Michael P. "Streamlining TQM." TQM Magazine 8, no. 4 (1996): 24–28. http://dx.doi.org/10.1108/09544789610125298.

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10

Loney, Tim. "TQM Training:." Journal of Library Administration 18, no. 1-2 (1993): 85–95. http://dx.doi.org/10.1300/j111v18n01_07.

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11

Van Cuylenburg, Peter. "Why TQM?" Managing Service Quality: An International Journal 1, no. 1 (1991): 31–34. http://dx.doi.org/10.1108/eum0000000003119.

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12

ASBJ&osol;RN ROLSTADå, PROFESSOR. "Editorial:Beyond TQM." Production Planning & Control 4, no. 1 (1993): 1. http://dx.doi.org/10.1080/09537289308919413.

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13

Taket, Ann. "Beyond TQM." Journal of the Operational Research Society 45, no. 6 (1994): 723–25. http://dx.doi.org/10.1057/jors.1994.111.

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14

SEWELL, GRAHAM. "Beyond TQM." R&D Management 26, no. 2 (1996): 184–85. http://dx.doi.org/10.1111/j.1467-9310.1996.tb00946.x.

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15

Baker, Rod. "Beyond TQM." International Journal of Project Management 14, no. 2 (1996): 126. http://dx.doi.org/10.1016/s0263-7863(96)90011-3.

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16

Choppin, Jon. "“TQM...if”." Managing Service Quality: An International Journal 5, no. 3 (1995): 10–11. http://dx.doi.org/10.1108/09604529510087419.

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17

Dale, Barrie G., and Cary L. Cooper. "Introducing TQM." Management Decision 32, no. 1 (1994): 20–26. http://dx.doi.org/10.1108/00251749410050660.

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18

Gelders, Ludo. "Beyond TQM." European Journal of Operational Research 71, no. 1 (1993): 148–49. http://dx.doi.org/10.1016/0377-2217(93)90285-u.

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19

Golhar, Damodar Y., Satish P. Deshpande, and Sanjay L. Ahire. "Supervisors’ role in TQM and non‐TQM firms." International Journal of Quality & Reliability Management 14, no. 6 (1997): 555–68. http://dx.doi.org/10.1108/02656719710186173.

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20

Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "Effectiveness of TPM implementation with and without integration with TQM in Indian manufacturing industries." Journal of Quality in Maintenance Engineering 20, no. 4 (2014): 415–35. http://dx.doi.org/10.1108/jqme-01-2013-0003.

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Purpose – The purpose of this paper is to evaluate and extract various significant factors influencing the implementation of total quality management (TQM) and total productive maintenance (TPM) on business performance for the following approaches: TPM alone; both TQM-TPM combined for improving manufacturing performance in the Indian manufacturing industry. Design/methodology/approach – In the present study, 94 manufacturing organizations have been extensively surveyed, to ascertain the contributions made by TQM and TPM initiatives in the Indian manufacturing industries toward realizing manufa

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21

Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "An evaluation of transfusion of TQM-TPM implementation initiative in an Indian manufacturing industry." Journal of Quality in Maintenance Engineering 21, no. 2 (2015): 134–53. http://dx.doi.org/10.1108/jqme-04-2013-0017.

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Purpose – The purpose of this paper is to include investigations of current status of Total Quality Management (TQM) and Total Productive Maintenance (TPM) implementation initiatives as well as benefits attained through synergetic TQM-TPM implementation in the manufacturing organization to assess roadmap followed by Indian manufacturing entrepreneur toward affecting manufacturing performance enhancements. Design/methodology/approach – The study has been carried out in the large scale manufacturing organization in the country that have implemented or are in the process of implementing TPM alone

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22

Zairi, Mohamed. "Beyond TQM implementation: the new paradigm of TQM sustainability." Total Quality Management 13, no. 8 (2002): 1161–72. http://dx.doi.org/10.1080/09544120200000011.

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23

Sahoo, Saumyaranjan. "An empirical exploration of TQM, TPM and their integration from Indian manufacturing industry." Journal of Manufacturing Technology Management 29, no. 7 (2018): 1188–210. http://dx.doi.org/10.1108/jmtm-03-2018-0075.

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Purpose The purpose of this paper is to comparatively assess the contributions of total quality management (TQM) and total productive maintenance (TPM) practices, exclusively and collectively, on manufacturing business performance. Design/methodology/approach Responses to survey questionnaires were collected using multiple modes of data collection. A total of 269 filled responses were collected and analyzed to ascertain the contribution made by exclusive and collective implementation of TQM and TPM practices on business performance. The respondent firms were grouped into three clusters based o

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24

Sahoo, Saumyaranjan. "Assessment of TPM and TQM practices on business performance: a multi-sector analysis." Journal of Quality in Maintenance Engineering 25, no. 3 (2019): 412–34. http://dx.doi.org/10.1108/jqme-06-2018-0048.

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Purpose The purpose of this paper is to provide sector-specific empirical evidence on the comparative evaluation of total productive maintenance (TPM) and total quality management (TQM) approaches, implemented exclusively and collectively on improving manufacturing business performance. Design/methodology/approach This paper develops a multi-sector analysis framework to comparatively assess the synergistic and standalone effect of TPM and TQM improvement approaches. A total of 231 manufacturing organizations from food and beverages, textiles and electrical and electronics sectors have been ext

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25

Dhiman, Jaskaran Singh. "Continuous Improvement in Manufacturing: TPM and TQM Practices for Enhanced Manufacturing Efficiency." Journal of Software Engineering and Simulation 11, no. 5 (2025): 35–40. https://doi.org/10.35629/3795-11053540.

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Manufacturing organizations need continuous improvement to succeed in their global competitive environment. This paper investigates how Total Productive Maintenance (TPM) and Total Quality Management (TQM) work together as complementary approaches to boost equipment reliability and process quality and operational efficiency. TPM and TQM achieve improvements in OEE (Overall Equipment Efficiency) and defect reduction and cost savings through their combination of preventive maintenance and quality control and employee engagement.

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26

Sharp, J. M., Z. Irani, K. Kutucuoglu, and F. Erzincanli. "Integrating TQM and TPM into a management information system." International Journal of Information Technology and Management 1, no. 2/3 (2002): 242. http://dx.doi.org/10.1504/ijitm.2002.001199.

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27

Islam, Ahmad, and Abdus Salam. "Multiattribute Decision-Making of TQM Performance of Hospitals Using TQM Digraphs." Mathematical Problems in Engineering 2022 (May 10, 2022): 1–17. http://dx.doi.org/10.1155/2022/3119888.

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Total quality management (TQM) is a dynamic philosophy that incorporates gradual and uninterrupted improvements. The total quality is accomplished if all the desired goals including quality of product, reputation in market, services, low cost of product, employee and customer satisfaction, optimum utilization of resources, work environment, and so on are attained. As far as the Pakistani perspective is concerned, TQM as a strategic tool is not appropriately used to optimize its performance. Public healthcare in Pakistan is one of the most ignored sectors with regard to its service quality impl

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28

Adams, Gary. "TQM for Survival." Journal of Ship Production 7, no. 03 (1991): 163–69. http://dx.doi.org/10.5957/jsp.1991.7.3.163.

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Naval shipyards face a declining workload in the nineties and beyond. Survival is a key issue. Total quality management (TQM) is one of the keys to survival. Being the best performer by focusing on customers' ever-demanding needs is the bottom line. Portsmouth Naval Shipyard has developed a TQM effort that allows improved performance, clearer communication, and focus on customer demands. Portsmouth's TQM model requires committed leaders, involves training for everyone, and calls for the building of teams to break down the functional barriers. It includes teams making incremental improvements i

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29

DOUGLAS, ALEX. "TQM and Sustainability." Sinergie Italian Journal of Management, no. 97 (2018): 213–15. http://dx.doi.org/10.7433/s97.2015.13.

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30

Axlesson, Jan, and Ram R. Bishu. "‘Ergonomics and TQM”." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (2000): 2–458. http://dx.doi.org/10.1177/154193120004401205.

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31

Yukongdi, Vimolwan. "Teams and TQM." International Journal of Quality & Reliability Management 18, no. 4 (2001): 387–403. http://dx.doi.org/10.1108/02656710110386789.

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32

Spector, Bert, and Michael Beer. "Beyond TQM Programmes." Journal of Organizational Change Management 7, no. 2 (1994): 63–70. http://dx.doi.org/10.1108/09534819410056087.

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33

Price, Roger, and Geoff Gaskill. "TQM in research." Managing Service Quality: An International Journal 1, no. 1 (1991): 51–56. http://dx.doi.org/10.1108/eum0000000003123.

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34

Feeney, Anne-Marie, and Mohamed Zairi. "TQM in Healthcare." Journal of General Management 22, no. 1 (1996): 35–47. http://dx.doi.org/10.1177/030630709602200104.

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35

Watson, Frank D. "TQM? Bah...Humbug!" Journal of Leadership Studies 1, no. 3 (1994): 129–49. http://dx.doi.org/10.1177/107179199400100313.

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36

Spencer, Michael S., and Leslie K. Duclos. "TQM Stress MIS." American Journal of Business 13, no. 1 (1998): 59–64. http://dx.doi.org/10.1108/19355181199800006.

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37

Arnone, Elma. "Applause for TQM." Geriatric Nursing 15, no. 6 (1994): 292. http://dx.doi.org/10.1016/s0197-4572(09)90093-3.

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38

Hoare, Clive E. "The TQM Albatross." Training for Quality 2, no. 2 (1994): 4–6. http://dx.doi.org/10.1108/09684879410064329.

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39

Causey, Warren B. "QI/TQM Newsletter." Journal For Healthcare Quality 14, no. 5 (1992): 77. http://dx.doi.org/10.1097/01445442-199209000-00017.

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40

Dowey, S. J., and A. Matthews. "Taguchi and TQM." Surface and Coatings Technology 110, no. 1-2 (1998): 86–93. http://dx.doi.org/10.1016/s0257-8972(98)00677-x.

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41

Nevan Wright, J. "Making TQM work." International Journal of Project Management 14, no. 2 (1996): 126–27. http://dx.doi.org/10.1016/s0263-7863(96)90013-7.

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42

Cheney, Alan B., Henry P. Sims, and Charles C. Manz. "Teams and TQM." Business Horizons 37, no. 5 (1994): 16–25. http://dx.doi.org/10.1016/0007-6813(94)90015-9.

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43

Campbell, William E. "Obstacle to TQM." Change: The Magazine of Higher Learning 26, no. 2 (1994): 6. http://dx.doi.org/10.1080/00091383.1994.10544629.

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44

พลสารัมย์, พันธ์ศักดิ์. "บทความวิชาการ : TQM กับการพัฒนาคุณภาพโดยรวมของสถาบันอุดมศึกษาไทย". Journal of Education Studies 29, № 1 (2000): 19–33. http://dx.doi.org/10.58837/chula.educu.29.1.3.

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45

Rahman, Shams-ur. "The Future of TQM is Past. Can TQM be Resurrected?" Total Quality Management & Business Excellence 15, no. 4 (2004): 411–22. http://dx.doi.org/10.1080/1478336042000183550.

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46

Al-Refaie, Abbas, Natalija Lepkova, and Mehmet Emre Camlibel. "The Relationships between the Pillars of TPM and TQM and Manufacturing Performance Using Structural Equation Modeling." Sustainability 14, no. 3 (2022): 1497. http://dx.doi.org/10.3390/su14031497.

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This paper examines the direct and indirect relationships between the pillars of total quality management (TQM) and total productive maintenance (TPM) and investigates their effects on manufacturing performance (MPR) using structural equation modeling. Three structural models were developed with their corresponding hypotheses. Data were then collected from thirty industrial firms in Jordan. A descriptive statistical analysis was followed by an analysis of variance (ANOVA). The structural models were analyzed to draw conclusions about the model hypotheses and identify the most influential TPM a

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47

Kumar, Vimal, R. R. K. Sharma, Pratima Verma, Kuei-Kuei Lai, and Yu-Hsin Chang. "Mapping the TQM implementation." Benchmarking: An International Journal 25, no. 8 (2018): 3081–116. http://dx.doi.org/10.1108/bij-06-2017-0150.

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Purpose Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between cultural dimensions and the strategy of the firms in TQM implementation. These relationships are the subject of prior research. Furthermore, the authors make a comparative analysis of cultural dimensions on strategic choices of the firms, i.e. innovators, prospectors and defenders in TQM implementation. Design/methodology/approach From the existing literature review on TQM practices and organizational culture,

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48

Ahire, Sanjay L., Matthew A. Waller, and Damodar Y. Golhar. "Quality management in TQM versus non‐TQM firms: an empirical investigation." International Journal of Quality & Reliability Management 13, no. 8 (1996): 8–27. http://dx.doi.org/10.1108/02656719610128466.

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49

Rahman, Shams-ur, and Philip Bullock. "Soft TQM, hard TQM, and organisational performance relationships: an empirical investigation." Omega 33, no. 1 (2005): 73–83. http://dx.doi.org/10.1016/j.omega.2004.03.008.

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50

Mann, Robin. "Revisiting a TQM research project: The quality improvement activities of TQM." Total Quality Management & Business Excellence 19, no. 7-8 (2008): 751–61. http://dx.doi.org/10.1080/14783360802159410.

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