Running head: ENABLERS FOR IMPLEMENTATION 1

Enablers for Implementation of TQM practices

ENABLERS FOR IMPLEMENTATION 2

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.

ENABLERS FOR IMPLEMENTATION 3

Figure 1: Enablers for TQM implementation

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].

ENABLERS FOR IMPLEMENTATION 4

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].

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].

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].

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].

ENABLERS FOR IMPLEMENTATION 5

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.

ENABLERS FOR IMPLEMENTATION 6

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.