SGDU6073 QUALITY IN

EDUCATION

TQM CONSTRUCT

LECTURE 4
By
Dr. ISHAK BIN SIN
UUM College of Arts and Sciences
Universiti Utara Malaysia
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 Total Quality Management

Total Quality management consists f

continuous improvement activities
involving everyone in the organization
managers and workers in a totally
integrated effort toward improving
performance at every level
David L. Goeth & Stanley Davis

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 Total Quality Management

organizational design where people from

all parts of the company come together in
order to find the best possible ways to give
the best products or services to their
customers both internal and external
customers. The process is driven by senior
management after considering input from
their employees or customers.
John Pastor
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TQM CONSTRUCT IN
MANUFACTURING

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TQM Construct by Saraph et al. (1989)

1. Role of divisional top management.

2. Role of quality management.
3. Training.
4. Product/Service design.
5. Supplier quality management.
6. Process management/operating.
7. Quality data.
8. Employee relations.
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 TQM Construct by Flynn et al. (1994)
1. Quality leadership.
2. Quality improvement reward.
3. Process control.
4. Feedback.
5. Cleanliness and organization.
6. New product quality.
7. Interfunctional design process.
8. Selection for team work.
9. Teamwork.
10. Supplier relationship.
11. Customer involvement.
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 TQM Construct by Ahire et al. (1996).
1. Top management commitment.
2. Customer focus.
3. Supplier quality management.
4. Design quality management.
5. Benchmarking.
6. SPC Usage.
7. Internal quality information usage.
8. Employee empowerment.
9. Employee involvement.
10. Employee training.
11. Product quality.
12. Supplier performance.
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 TQM Construct by Zhang et al. (2000)
1. Leadership.
2. Supplier quality management and quality
policy.
3. Vision and plan statement.
4. Evaluation.
5. Process control.
6. Product design.
7. Quality system improvement.
8. Employee participation procedures.
9. Recognition and reward.
10. Education and training.
11. Customer focus.
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 TQM Construct by Das et al. (2008)
1. Top management commitment.
2. Supplier quality management.
3. Continuous improvement.
4. Product innovation/design.
5. Benchmarking.
6. Employee involvement.
7. Reward and recognition.
8. Education and training.
9. Customer focus.
10. Product quality.
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TQM Construct by Goetch and Davis (1995)
1. Customer focus.
2. Obsession with quality.
3. Scientific approach in structuring work and
decision making.
4. Long-term commitment.
5. Teamwork.
6. Continual improvement of systems.
7. Education and training.
8. Freedom through control (Employee
empowerment).
9. Unity of purpose.
10. Employee involvement.
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TQM CONSTRUCT IN
EDUCATION

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 TQM Construct by Scot & Palmer
1. Customer driven
2. Employee involvement.
3. Senior management commitment.
4. Training and Education.
5. Valid measures of success.
6. Continuous improvement.
7. Quality time on task.
8. Business quality system.
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 TQM Construct by Arcaro (1995)
1. Customer focus.
2. Total involvement.
3. Measurement.
4. Top management commitment.
5. Continuous improvement.

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 TQM Culture
Organizational value system that results in an
environment that is conducive to the
establishment and continual improvement of
quality (Goetsch & Davis, 2000).
It consist of values, traditions, procedures, and
expectations that promote quality.
TQM culture reinforces a set of management
practices and behaviors that will exemplify and
reinforce TQM principles.
TQM culture determines the effectiveness of
TQM implementation and organizational
performance.
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 TQM Culture Construct by Detert et al.
(2003)
1. Shared vision.
2. Customer focus.
3. Long term focus.
4. Continuous improvement.
5. Teacher involvement.
6. Collaboration (teamwork).
7. Data based decision making.
8. System focus.
9. Quality at the same cost and resources.
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 The Effect TQM Implementation and TQM
Culture on Organizational Performance and
Employee Attitudes
Easton and Jarell (1998), Hendricks and
Singhal (2001) and Ramesh (1998) found
that companies operating in TQM
environments performed better than
average in the financial markets.
Choi and Eboch (1998) and Forza (1995)
found that there is a relationship between
TQM implementation and quality products.
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 Effect of TQM
There is a relationship between TQM
implementation and organizational
performance (Forker et al. 1996; Golhar &
Deshpande, 1999; Kroll et al. 1999).
Productivity is improve when TQM is
implemented (Gilbert, 1992; Raffio, 1992).
TQM has an impact on performance
(Montes et al. 2003).
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 TQM and Employee Attitudes
TQM affects employees satisfaction and
commitment (Guimaraes,1996; Robson et
al. 2005; Ooi et al. 2005; Noorliza Karia et
al. 2006).

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Thank You

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