The TQM Magazine

Bo Edvardsson; Bo Enquist

2006 The TQM Magazine

doi: 10.1108/09544780610637659

Purpose – The purpose of this paper is to explore the role of change pressure exerted by the “market” on governmental services in quality improvement processes. Two research questions are investigated. How can the role of external pressure exerted by customers and users, for quality improvement, be described and understood in governmental services? How can we understand the internal response (to external pressure exerted by customers and users, for change and quality improvement) as a strategic and cultural process? Design/methodology/approach – This study focuses on two main levels: the operational level, where we analyse how the service offerings (or concepts) are designed to meet the needs (and changing needs) of the customers/citizens, the design of the service process, and the formation of the service system in terms of resources, organisational structure and culture; and the strategic level, where we analyse the interdependence between service strategy and service culture. Three cases originating from governmental services in Sweden form the empirical basis for the study. Findings – First, the service concept must be in line with, and match, the target group to be served. If there is a gap the organisation will have an inherent quality problem. The second lesson is that the service process must be understood and accepted by both the employees and the users/customers. The results show that a lack of flexibility is a common reason behind quality problems. Involving customers more is one way of designing more flexibility. The third lesson is that the service system is also a question of the norms and values forming the basis for a service culture that supports the service process. Research limitations/implications – The article is based on just three cases from one country. More case studies are needed, and in different cultural contexts. Practical implications – The pressure for change exerted in governmental organisations is not very different when compared to commercial service companies. Customers are most often the same people, with the same – or similar – needs, expectations and requirements. Quality is assessed in more or less the same way. The differences seem to surface when we take into consideration how external changes exert pressure for change within the organisation, and in the design and delivery of governmental services. Originality/value – This article contributes to a theoretical point of departure for describing and analysing service quality improvement in a dynamic perspective, where both the key aspects of service strategy and service culture are taken into consideration. The empirical study shows that the framework is useful and produces fruitful empirical findings.

Göran Svensson

2006 The TQM Magazine

doi: 10.1108/09544780610637668

Purpose – The topic is restricted to the components of total quality management (TQM), in which a set of values, tools and techniques unites the descriptions of TQM. The purpose of this paper is to discuss the impact on an additional core value of the components of TQM, namely the sustainability of values, tools and techniques. Design/methodology/approach – A strategic perspective of sustainable quality management is applied, rather than tactical and operative ones. The term “sustainable quality management” is used. Findings – The paper contends that quality management (in general) and TQM (in particular) should be scrutinised by stressing the sustainability of values, tools and techniques. Research limitations/implications – Sustainable quality management provides a potential to improve and extend the theory generation and the best practices of TQM in the future. An important area for further research is to examine the extent of sustainable quality management practices beyond the organisational boundaries and traditional channel structures. Sustainable quality management is complex to implement and evaluate. Practical implications – The paper provides theoretical and managerial ideas and insights in order to anticipate and avoid the non‐sustainability of TQM practices. Originality/value – One contribution is a model of a circulation approach to TQM. Another contribution is a model of the sustainability of TQM, which connects and reconnects corporate values, tools and techniques in quality management.

Noorliza Karia; Muhammad Hasmi Abu Hassan Asaari

2006 The TQM Magazine

doi: 10.1108/09544780610637677

Purpose – The purpose of this paper is to examine the impact of total quality management (TQM) practices on employees' work‐related attitudes, such as job involvement, job satisfaction, career satisfaction, and organizational commitment. Design/methodology/approach – The paper proposes and tests 16 hypotheses on the relationship between TQM practices and work‐related attitude. Findings – The results indicate that training and education have a significant positive effect on job involvement, job satisfaction, and organizational commitment. Empowerment and teamwork significantly enhance job involvement, job satisfaction, career satisfaction, and organizational commitment. Continuous improvement and problem prevention significantly enhance job satisfaction and organizational commitment. Customer focus does not contribute to job involvement, job satisfaction, career satisfaction, or organizational commitment. Research limitations/implications – The study was unable to evaluate the wider dimensions of TQM practices. Practical implications – Managers should be aware that TQM practices have a positive effect on employees' work‐related attitudes (such as job involvement, job satisfaction, career satisfaction, and organizational commitment). Originality/value – The paper focuses on TQM in practice, rather than on TQM in theory and/or TQM as organizational change.

Katerina D. Gotzamani; Ypatia D. Theodorakioglou; George D. Tsiotras

2006 The TQM Magazine

doi: 10.1108/09544780610637686

Purpose – The purpose of this paper is to identify the effect of time on ISO 9000's contribution to total quality management and performance improvement. Design/methodology/approach – Initial empirical research was conducted in Greek certified companies to evaluate their motives for certification and the benefits gained from it across eight basic total quality management (TQM) categories. The results of the survey verify the hypothesis that ISO 9000 certification can serve as a good first step towards TQM, since performance improvement is statistically significant in all TQM‐related issues. However, in order for ISO 9000 certification to serve as a good first step towards TQM, performance improvement should continue to grow even after certification. For this reason, a second survey was carried out in the same companies after a three‐year period. Findings – The results prove that although the standard's implementation helps companies to achieve an initial improvement in their quality performance, it cannot guarantee that this improvement will continue after certification. Research limitations/implications – Future research should focus on the contribution of the new ISO 9000:2000 series and its ability to re‐boost performance improvement in certified organisations. Practical implications – The paper shows that ISO 9000 certification can be used as the “first” but not the “last” step towards quality improvement. Although the standard's implementation helps companies to achieve an initial improvement in their quality performance, it cannot guarantee that this improvement continues after certification. Originality/value – The paper provides a longitudinal study of ISO 9000's contribution to TQM and operational performance improvement.

Johan Lilja; Håkan Wiklund

2006 The TQM Magazine

doi: 10.1108/09544780610637695

Purpose – The purpose of the paper is to contribute to the solution, and understanding, of the current lack of activity concerning the development of practices, such as engineering methods, for the creation of attractive quality. The current situation is clearly problematic given the important positive effects assigned to attractive quality in the literature. Design/methodology/approach – First, different descriptions of attractive quality are examined in order to determine whether there is a common understanding of the concept. Second, the ability to manage attractive quality creation in accordance to a proactive ideal is approached by an examination of the current ability to predict the occurrence of attractive quality. Findings – Two obstacles that currently hinder the development of practices for attractive quality creation are identified. The first obstacle is the diversity of meanings given to the concept of attractive quality, resulting in confusion about what to obtain. The second obstacle identified is the current lack of valid explanations to the occurrence of attractive quality, resulting in an inability to develop proactive practices. Practical implications – The practical implications of bringing attention to, and overcoming, the two obstacles identified will potentially be substantial. A common attractive quality concept and valid explanations to the occurrence of attractive quality will constitute an essential base for the successful development of practices, such as engineering methods, for attractive quality creation. Originality/value – The paper contributes via the identification of two critical areas in need of intensified attention and future research in order to facilitate the sought‐after development of practices for the creation of attractive quality.

Roger Williams; Boudewijn Bertsch; Barrie Dale; Ton van der Wiele; Jos van Iwaarden; Mark Smith; Rolf Visser

2006 The TQM Magazine

doi: 10.1108/09544780610637703

Purpose – The purpose of this paper is to examine the field of risk management in relation to the connection to quality management. It poses and attempts to answer three questions. What can quality teach risk management? What can risk management teach quality? What must both risk and quality management still learn? This is an area which has so far not been explored by the quality management fraternity. Design/methodology/approach – The examination is built on more than 20 years' experience in the area of quality management and extensive involvement in recent developments around risk management (e.g. the Australian/New Zealand standard for risk management – AS/NZ4360, the development of a risk management model by the European Foundation for Quality Management, and the launch of risk‐based instruments by a number of private companies). Findings – Amongst the major findings are that there are three types of risks: predictable risks that organisations know they face; the risks which an organisation knows it might run but which are caused by chance; and the risks which organisations do not know they are running. Practical implications – It is pointed out that in the past the challenge for quality management professionals was to support process and design improvements, but the challenge of the future is to improve relationships in order to reduce and manage the most important risks. Originality/value – The paper outlines how the quality management discipline can help with the management of these types of risks.

Edward D. Arnheiter; Hendrik Harren

2006 The TQM Magazine

doi: 10.1108/09544780610637712

Purpose – Companies are emphasizing modular designs and manufacturing approaches, but to stay competitive and retain market share they must continue to offer products and services of the highest quality. Therefore, since modularity is increasingly popular and product quality is always critical, the purpose of this paper is to examine the impact of modular strategies on key quality dimensions. Design/methodology/approach – This paper first presents an overview of modularity, and then outlines eight commonly used dimensions of quality. Each dimension is then examined in terms of how it can be affected by modularity. Findings – It is shown that modular product design has a significant impact on key attributes of product quality. Six of the eight quality dimensions examined are potentially affected in a positive way by modularity, while five of the eight attributes are affected in a potentially negative manner by the use of modularity. Practical implications – Since modularity can have both a positive and negative impact on quality, managers must proceed with caution when adopting modular strategies. Originality/value – This is a seminal work because it considers the impact of modularity on the dimensions of quality. It is argued that the use of modularity should not be considered a panacea by companies searching for a quick solution. That is, there are potentially significant negative side effects associated with modularity.