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(2003),"Total quality management principles and practices in China", International Journal of Quality & Reliability
Management, Vol. 20 Iss 9 pp. 1026-1050 http://dx.doi.org/10.1108/02656710310500833
(2003),"Impact of total quality management on productivity", The TQM Magazine, Vol. 15 Iss 6 pp. 374-380 http://
dx.doi.org/10.1108/09544780310502705
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questionnaire and we now the summarise the cant differences between these two groups of
findings. companies on the involvement of top manage-
ment in quality improvement and problem
Create constancy of purpose to improve solving.
product and service (Deming’s point 1)
This part of the questionnaire was to deter- End the awarding of business on price.
mine whether the companies have developed Instead minimise total cost of service
their long-term plan for quality improvement (Deming’s point 4)
and had constancy of purpose. Questions that Quality of products or services and pricing
related to a long-term plan for quality policy remained as the main selection criteria
improvement such as customer feedback, of suppliers. However, there were responses of
customer satisfaction and benchmarking non-ISO registered companies that they
were included. would consider the suppliers’ image. Accord-
From the survey, it was revealed that about ing to Deming, pricing policy should not be
70 per cent of the companies use customer
solely based on prices; quality of the products
complaints as their main source of customer
should be the major consideration. The
feedback. Companies with an ISO 9000 quality
respondents of the ISO registered companies
system in place had more means of obtaining
were very consistent with this philosophy. On
customer feedback than the other companies.
the contrary, non-ISO registered companies
However, using this method as a means of
seemed to follow their current practices with
obtaining customers’ feedback was consid-
no special consideration in supplier selection.
ered to be passive. On the other hand, a cus-
Statistical analysis also showed that there
tomer survey was the other commonly used
were significant differences between these
method. The result also revealed a lack of
two groups of companies on supplier selection
concern about customers’ satisfaction. Com-
panies were simply waiting for things to hap- that could affect quality severely. Non-ISO
pen rather than preventing things getting registered companies should put more empha-
worse. sis on products or services quality rather than
company image, for example.
Adopt new philosophy. Management must
accept responsibility and leadership Improve constantly and forever the system
(Deming’s point 2) of production and service (Deming’s point
Over 80 per cent replied that their top man- 5)
agement had a clearly defined company vision Measurement of customer satisfaction was
for employees. This encouraging and positive generally included in company strategic plan-
result indicated that companies had a long- ning and 65 per cent replied that such mea-
term perspective and direction in all plan- surement was quite important. Because of the
ning. Over 75 per cent believed that quality market trend in quality, most companies
planning and quality management were realised the importance of customer satisfac-
regarded as the most important elements of tion, so it was included in the planning. This
management. Their opinions reflected the could enhance the design of processes and
quality awareness in today’s market trend. continuously work towards the best of quality.
[ 72 ]
S.F. Lee and Ruth Leung Institute training on the job (Deming’s attitude and commitment of top management
Survey on total quality point 6) and Institute a vigorous education were the essential factors in implementing a
management implementation and self-improvement program (Deming’s successful quality management system. Sta-
in Hong Kong point 13) tistical analysis also showed that there was
Managerial Auditing Journal Only one-third of respondents mentioned that significant difference between these two
14,1/2 [1999] 70–73 there was training on TQM in their compa- groups of companies on top management
nies. This indicated that Hong Kong compa- involvement encouraging employees to partic-
nies had a low awareness of quality concepts ipate in continuous improvement.
or TQM philosophies. If TQM training was
organized, the speakers were mainly from the Drive out fear to improve the effectiveness
internal staff of the companies. As TQM was of all employees (Deming’s point 8)
not that popular in Hong Kong industry and The concerns of job security were different
probably had some barriers in implementa- depending on position in the company. Man-
tion, staff would most likely have less experi- agerial respondents were highly concerned
ence and understanding. about their opportunity for advancement and
Middle management, front-line supervisors job stability in the company, whereas the
and quality staff were the major groups of technical respondents considered that job
people who received TQM training. All these
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goals should be set for key results such as companies in Hong Kong did not seem ready
customer satisfaction and quality rather than to achieve such a level of system. Even though
goals for activities minimising production some companies claimed that they had estab-
costs. lished a TQM system, such systems would be
most unlikely to be classified as a real and
Remove barriers that rob people of their properly functioning TQM system. Compa-
right to pride of workmanship (Deming’s nies are observed to have no long-term plan
point 12) for improving or achieving quality manage-
Performance of employees in their work was ment. The critical problem might be the inad-
the major consideration factor in advancing equate commitment and understanding of
salary or promotion. Apart from job security quality at the management level. Those people
and leadership style, salary might be the or areas not directly related to quality were
greatest influencing factor on job satisfaction; overlooked. Therefore, people aim at achiev-
about a third of the responses believed so. ing quality, but their behaviour and attitudes
After implementing a quality system, over 45 are not aiming for the same goals.
per cent of the responses realised that there
was an increase in responsibility for employ-
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