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ABSTRACT Froin all extensive review of the total quality management (TQM) literature, a model of quality management methods (QMs) was developed. The model has 83 QMMs which are categorized by the 11 TQM elements the, primarily aim to improve. Ten manufacturing companies which were renowned for qualitv managenent in the Netherlands were selected for investigation of how they practically implemented the model of Q,,WWs and what the effects of QA Ws were on business perfornmance. A structured interview technique was employed for data collection. It is concluded that: the model of QMMs can be used to assess an organization's strengths and weaknesses with regard to its use of QMMs; different companies have employed different QMMs on the basis of their own requirements; QmMs really have positive effects on product quality; and TQM has much better effects onnoverall business performance that ISO 9000.
Introduction
The implementation of total quality management (TQM) cannot be successful without utilizing suitable quality management methods (QMMs). Access to appropriate QN4_Ms has been put forward as vital for successful quality work. The use of Q,"AMs is an essential component of any successful quality improvement process (Bunney & Dale, 1997). Ql\/IN4s play a key role in a company-wide approach to continuous improvement (McQuater et al., 1995). Over the past several years, much research has been conducted dealing with the importance of using QMMs and the effects of QMMs on business performance. There is a widespread consensus that using Q.NIIN4s is a way of managing an organization to improve its overall effectiveness and performance. There is less agreement as to how many QMMs actually exist and what the effects of QMMs on business performance are.
This article presents a model of QMMs (see Fig. I later) on the basis of an extensive TQM literature review (e.g. Kanji & Asher, 1996-, Mann & Kehoe, 1994). The model consists of 83 QMMs which are categorized by the 11 elements they primarily aim to improve, The model can be used to assess an organization's strengths and weaknesses with regard to its use of QMMs, to provide important guidelines to the expected effects of QM.Ms on business performance and to assist in choosing which QMMs to use in an organization. The aim of utilizing QMMs is...