A novel approach to identify the best practices of quality management in SMES based on critical success factors using interpretive structural modeling (ISM)

  • Authors

    • Satyabrata Aich
    • Kamalakanta Muduli
    • Md Mehedi Hassan Onik
    • Hee Cheol Kim
  • Total Quality Management, SME, It, Critical Success Factor
  • In recent years, most small and medium scale enterprises (SMEs) worldwide looking for improvement in their business practices in order to gain competitive advantage and total quality management(TQM) as a means by which SMEs could achieve the desired result. The objective of this study is to discover the critical success factors that are affecting the quality management practices in SMEs. In this work eight factors were identified through the literature review and experts from academic as well as industries. The factors are commitment to quality, employee involvement, customer focus, information technology, improved production planning and control, recognition system, supplier quality management, and management vision and mission. Interpretive structural modeling(ISM) is used to understand the complex relationships among the factors and classify the factors into various categories as per the driving and the dependence capacity. The result shows that information technology (IT) is a key success factor for implementing TQM in SMEs. It is observed that SMEs have to increase the use of IT to improve the quality of the product and productivity.



  • References

    1. [1] http://www.smeventure.com/role-smes-economic-development-india retrieved on 6 June 2018.

      [2] R. Al-Ettayyem, M.F. Zu’bi, “Investigating the effect of total quality management practices on organizational performance in the jordanian banking sector,†International Business Research, vol. 8, no. 3, pp. 79-90, Feb. 2015.

      [3] O.K. Gupta, R. Dubey, T. Singh, “TQM Strategy for Superior Business Performance: A Case Study,†International Conference on Technology and Business Management, 26-28 March 2012.

      [4] V.K. Khanna, B.S. Sahay, P. Vrat, R. Shankar, "TQM implementation in the Indian automobile sector: insights using system dynamics approach", Journal of Advances in Management Research, Vol. 4, no. 1, pp.49 – 62,2007.

      [5] H.K. Khanna, S.C. Laroiya, D.D Sharma, “Quality Management in Indian Manufacturing Organizations: Some Observations and Results from a Pilot Surveyâ€, Brazilian Journal of Operations & Production Management, Vol. 7, no. 1, pp. 141-162,2010.

      [6] F. Talib, N. Faisal, “Assessment of Total Quality Management Implementation in Indian Service Industries, “Proceedings of 2016 Annual Meeting of the Decision Sciences Institute Conference (DSI-2016), held between Nov 19th-22nd, 2016, Austin, TX, USA.

      [7] R. Attri, N. Dev, V. Sharma, “Interpretive structural modelling (ISM) approach: an overview,†Research Journal of Management Sciences, Vol. 2, no. 2, pp. 3-8,2013.

      [8] P. Crossby, “Quality is free: The art of making quality certain,†Mc Graw Hill, New York, NY, Vol. 94, 1979.

      [9] W. E. Deming, “Quality, Productivity and Competitive Position,†MIT Institute for Advanced Engineering study, Cambridge, MA, 1982.

      [10] D.A. Garvin, "Quality Problems, Policies, and Attitudes in the U.S. and Japan: An Exploratory Study," Academy of Management Journal, Vol.29, pp.653-673, 1986.

      [11] M.G. Brown, D.E. Hitchcock, M.L. Willard, “Why TQM fails and what to do about it,†Irwin, Burr Ridge, Illinois, 1994.

      [12] A.Z. Siam, K. Alkhateeb, S. Al-Waqqad, “The Role of Information Systems in implementing Total Quality Management,†American Journal of Applied Sciences, Vol.9, no.2, pp.666-672, 2012.

      [13] Z. Rahman, J. Siddiqui, "Exploring total quality management for information systems in Indian firms: Application and benefits,†Business Process Management Journal, Vol. 12, no. 5, pp.622 – 631, 2006.

      [14] K.B. Jǿrgensen, A.F. Nielsen, “The effects of TQM Critical Success Factors on Organizational Performance: An empirical study on small and medium sized Danish manufacturing companies,†Master Thesis, MSc. Finance & International Business, Aarhus University, 2013.

      [15] C.Raiborn, D. Payne, “TQM: Just what the Ethicist ordered,†Journal of Business Ethics, Vol.15, no.9, pp.963-972, 1996.

      [16] J.M. Juran, F.M. Gryna, “Quality planning and analysis,†third edition, McGraw-Hill, New York, NY, 1993.

      [17] Z.H. Zhang, “Developing an instrument for measuring TQM implementation in a Chinese Context,†SOM Research Report, 99A48, University of Groningen. The Netherlands, 1999.

      [18] K. Ishikawa, “What is total quality control? The Japanese way,†Prentice-Hall, London, 1985.

      [19] G. Karuppusami, R. Gandhinathan, “Pareto analysis of critical success factors of total quality management. The TQM Magazine,†Vol.18, no.4, pp. 372-385, 2006.

      [20] R. Saravanan, K. Rao, “Development and validation of an instrument for measuring total quality service,†Total quality management & business excellence, Vol.17, no.6, pp. 733-749, 2006.

      [21] S. Rahman, P. Bullock, “Soft TQM, hard TQM and organizational performance relation-ships: an empirical investigation,†The international journal of Management Science, Vol.33, no.1, pp. 73-83, 2005.

      [22] J.M. Pearson, C.S. McCahon, R.T. Hightower, “Total quality management: Are information systems managers ready?†“Information and Management, vol.29, pp.252- 163, 1995.

      [23] K. Matta, H. Chen, J. Tama, “The information requirements of total quality management, “Total Quality Management, vol. nine, pp. 445-461, 1998.

      [24] L.Ang Chooi, M. Davies, N. Finlay Paul, “Measures to assess the impact of information technology on quality management,†International Journal of Quality &Reliability Management, vol. 17, pp.42 – 66, 2000.

      [25] S.A. Brah, H.Y. Lim, “The effects of technology and TQM on the performance of logistics companies,†International Journal of Physical Distribution & Logistics Management, vol.39, pp.192 –209, 2006.

      [26] S. Khanam, J. Siddiqui, F. Talib, “Role of Information Technology in Total Quality Management: A Literature Review,†International Journal of Advanced Research in Computer Engineering &Technology, Vol. 2, no. 8, pp.2433-2445,2013.

      [27] L.Porter, A. Parker, “Total quality management - the critical success factors,†Total Quality Management, Vol. 4, no. 1, pp. 13-22,1993.

      [28] G.K. Kanji, “Measuring Business Excellence,†Routledge, Advances in Management and Business Studies, 2002.

      [29] B.G. Dale, J.J. Plunkett, “Managing quality,†Philip Allan, New York, NY, 1990.

      [30] S.B. Mallur, N.L. Hiregoudar, “A Survey of TQM Practices in North Karnataka Manufacturing SMEs: an Empirical Evaluation,†Proceedings of the World Congress on Engineering 2010 Vol III WCE 2010, June 30 - July 2, London, U.K,2010.

      [31] V.Saraph, P. Benson, R. Schroeder, “An instrument for measuring the critical factors of quality management,†Department of Operations and Management Science, Curtis L. Carlson School of Management, University of Minnesota, MN55455,1989.

      [32] B.B. Flynn, R.G. Schroeder, S. Sakakibara, “The Impact of Quality Management Practices on Performance and Competitive Advantage,†Decision Sciences, Vol. 26, No. 5, pp. 659-691, 1995.

      [33] H. Demirbag, E. Tatoglu, M. Tekinkus, S. Zaim, “An analysis of the relationship between TQM implementation and organizational performance: Evidence from Turkish SMEs,†Journal of Manufacturing Technology Management, Vol.17, no.66, pp. 829-847, 2006.

      [34] A. Turkyilmaz, E. Tatoglu, S. Zaim, C. Ozkan, “Use of partial least squares (PLS) in TQM research: TQM practices and business performance in SMEs,†In Handbook of partial least squares (pp. 605-620). Springer, Berlin, Heidelberg, 2010.

  • Downloads

  • How to Cite

    Aich, S., Muduli, K., Mehedi Hassan Onik, M., & Cheol Kim, H. (2018). A novel approach to identify the best practices of quality management in SMES based on critical success factors using interpretive structural modeling (ISM). International Journal of Engineering & Technology, 7(3.29), 130-133. https://doi.org/10.14419/ijet.v7i3.29.18540