TQM Implementation FrameworkTQM imp

TQM Implementation Framework
TQM implementation is considered to be a complex and difficult process (Kanji and Barker, 1996). Meegan and Taylor (1997) and their related publications (Meegan, 1996; Taylor and Meegan, 1997; Taylor, 1997) have highlighted the important role that senior executives play in making the transition from ISO 9000 to TQM. They concluded that senior management understanding and having an enlightened motivation of the real purpose in pursuing quality initiatives, would ensure that companies progressed beyond ISO 9000 and moved towards TQM. Those "enlightened companies" will not stop at certification. Taylor (1997) highlighted that senior executives of smaller organisations were much more likely to suffer from this problem of not progressing beyond ISO 9000. However, he did not provide suggestions as to how companies can move forward to implementing TQM after gaining certification. This problem of SMEs remaining stuck at ISO 9000 quality management foundation was also highlighted by Dale (1998). He pointed out the need to provide simple, effective, and pragmatic advice on the next steps to take in an appropriate and easily understandable manner, to advance from ISO registration to European Quality Award prize winner status. It is not only advice that they need, the authors believe that to help in the implementation process, a framework is needed which acts as a guide for the way forward. Of the implementation frameworks published in the literature, many had not been considered for applicability in small businesses (for example, Mann, 1992; Oakland, 1993). To the authors' knowledge, there has not been a study to date which has systematically looked at developing a framework for small businesses. The ones which have been proposed by Ghobadian and Gallear (1997), Asher (1992), and Ho and Fung (1994) are too prescriptive, very much tool oriented and not detailed enough. This presents a gap in the current research on TQM implementation for small businesses. A question which arises then, is how can one characterise a good implementation framework that really suits the small business.

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TQM implementasi kerangkaTQM implementation is considered to be a complex and difficult process (Kanji and Barker, 1996). Meegan and Taylor (1997) and their related publications (Meegan, 1996; Taylor and Meegan, 1997; Taylor, 1997) have highlighted the important role that senior executives play in making the transition from ISO 9000 to TQM. They concluded that senior management understanding and having an enlightened motivation of the real purpose in pursuing quality initiatives, would ensure that companies progressed beyond ISO 9000 and moved towards TQM. Those "enlightened companies" will not stop at certification. Taylor (1997) highlighted that senior executives of smaller organisations were much more likely to suffer from this problem of not progressing beyond ISO 9000. However, he did not provide suggestions as to how companies can move forward to implementing TQM after gaining certification. This problem of SMEs remaining stuck at ISO 9000 quality management foundation was also highlighted by Dale (1998). He pointed out the need to provide simple, effective, and pragmatic advice on the next steps to take in an appropriate and easily understandable manner, to advance from ISO registration to European Quality Award prize winner status. It is not only advice that they need, the authors believe that to help in the implementation process, a framework is needed which acts as a guide for the way forward. Of the implementation frameworks published in the literature, many had not been considered for applicability in small businesses (for example, Mann, 1992; Oakland, 1993). To the authors' knowledge, there has not been a study to date which has systematically looked at developing a framework for small businesses. The ones which have been proposed by Ghobadian and Gallear (1997), Asher (1992), and Ho and Fung (1994) are too prescriptive, very much tool oriented and not detailed enough. This presents a gap in the current research on TQM implementation for small businesses. A question which arises then, is how can one characterise a good implementation framework that really suits the small business.