Alignment of Quality Management in SMEs with the Market Performance (original) (raw)
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The benefits of Quality Management are widely recognized following reports of its successful implementation in many large companies. It has led to these companies becoming highly competitive both locally and internationally through the production of quality products that meet customer requirements at the lowest cost, significantly increasing their market share and profitability. Quality standards make life safer, they create a level playing field on which to compete, they allow access to state-of-the-art technology, strengthen innovation capacity, and help achieve the most effective allocation of resources. For SMEs, they are particularly vital as they remove many of the obstacles that would otherwise hinder their entry into and expansion within a market. Small and medium sized enterprises (SMEs) are a very important part of the European economy, accounting for 99.8 % of all businesses, 675 % of all jobs and 58.4 % of value added. Their central role has been recognized by the Europe...
THE IMPACT OF TOTAL QUALITY MANAGEMENT ON ORGANIZATIONAL PERFORMANCE IN SMEs
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SMEs are subject to strong competition on the market, which makes them increasingly concerned about the quality of products and services, activities and processes, in a holistic approach. Increasing competition on the market causes SMEs to give increasing importance to quality, respectively TQM in order to ensure competitive advantage in an increasingly dynamic and uncertain environment. The study aims to analyze the concerns of SMEs, for the implementation of TQM taking into account specific issues and problems, in order to identify good practices according to the requirements of international standards ISO 9001:2015. At the same time, the study aims to empirically test and explain the effect of variables, which define TQM, in SMEs, on their performance measured using non-financial indicators, such as: organizational effectiveness, employee satisfaction and customer satisfaction. The results obtained will facilitate the emphasis on key success factors, which have a significant effect on the effectiveness of the QMS quality management system, and their proper monitoring, in order to improve the quality of the entire organization. We also aim to study the extent to which TQM facilitates achieving the strategic objectives of the enterprise, in the field of quality, in order to ensure its competitive advantage.
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The objective of this study is to measure the relationship between some TQM dimensions and business performance of SMEs.The study seeks to advance the understanding of TQM and also resolves some controversies that appear in the literature concerning the relationship between TQM dimensions and performance relationship.Using questionnaire, the data for this study was drawn from 367 SMEs operating in Punjab, Pakistan.Structural equation modeling (SEM) technique was used for analysis. The findings indicate that management leadership has a significant effect on business performance of SMEs, whereas, the customer focus and continuous improvement to business performance relationship were found not significant.
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Omega, 1996
Small and medium size enterprises (SMEs) are the life blood of modern economies. That they should remain competitive and produce high quality outputs is of importance not only at the macro level but also to larger organizations, because SMEs are often suppliers of goods and services to larger organizations and lack of product quality would adversely affect the competitive ability of the larger organizations. Total Quality Management (TQM) is considered an important quality improvement tool. Compared with large organizations, SMEs have been slow to adopt TQM. This paper initially examines the differences between the characteristics of SMEs and large organizations; the relationship between the size of organization and inherent characteristics of TQM; and the effect of organization size on the implementation of TQM using deductive research. These issues are further examined through inductive research. For this purpose the development of TQM was studied in four small-medium size organizations.
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The objective of this study is to measure the relationship between some total quality management dimensions and business performance on small and medium enterprises (SMEs). The study seeks to advance the understanding of TQM and also resolves some arguments that appear in the literature concerning the relationship between TQM dimensions and performance relationship. A questionnaire survey is undertaking, the data for this study was drawn from 359 service SMEs operating in Kano, Nigeria. Multiple regression technique was used for the data analysis. The findings indicated that management leadership has a significant effect on business performance of SMEs, whereas, the customer focus and continuous improvement to business performance relationship were found not significant. The findings of this study is of benefits to SME owner / managers and regulators of small firms, hence, future research directions were provided and explained.
Quality Management Practices vs. Performance of SMEs: An Empirical Study of Indian Industries
2006 Technology Management for the Global Future - PICMET 2006 Conference, 2006
The intense competition in the current marketplace has forced firms to reexamine their methods of doing business. Economic liberalization and globalization of economy is becoming a worldwide phenomenon. However survival of industry and its economic growth is dependant on the productivity level. This is very true in developing countries like India because of higher population growth, higher interest rates, rising inflation, domestic and international competition, scarcity of raw materials, fiscal deficit etc. The present work is an empirical study of impact of quality management practices like Just-in-Time, 5S's tools, Suggestion schemes, Workers participation, Quality circles and ISO certification on performance of SMEs. The performance parameters incorporated for the study were manpower and assets utilization, inventory management, quality aspects, cost aspects, time performance and purchasing procedure. A comprehensive questionnaire was developed and circulated to the different firms and responses were collected for analyzing the data. On the basis of literature review and the survey of the industry, objectives were identified; the impact was validated on the basis of correlation analysis. * Significant at 95% Confidence level, ** Significant at 99% Confidence level Standard values of correlation coefficients are 0.350 and 0.456 at 0.05 and 0.01 level of significance respectively.
The paper examines the relationship between total quality management (TQM) practices of small and medium enterprises (SMEs) and the performance and profitability of these businesses in Ghana. With the use of a mixed research method consisting of descriptive and inferential statistics the researchers found that differences exist between SMEs in relation to managerial education level, TQM awareness, managerial commitment to TQM principles of continuous improvement, use of new technology, putting the customer first, effective supervision and enforcement of quality practices. The study also shows a statistically significant association between the implementation of TQM and the SMEs' financial and organisational performance. The implication of the findings is that the government of Ghana should pursue policies aimed at encouraging training and improving the managerial skills of SME owner/managers as well as creating the enabling environment for the development of improved modern technologies to transform the business processes of these vital industries. The Ghana Standards Board must also sit up and enforce quality regimes to ensure goods and services produced meet international standards.
Business Management and Strategy , 2021
Most global studies have to a greater extent underscored the importance of Total quality management practices and some marketing aspects concerning organizational performance. Most studies have focused on establishing the level to which TQM practices influence customer satisfaction and not the whole organization. There is also little evidence on how marketing practices influence organizational performance. This study therefore seeks to assess the impact of Total Quality management practices and marketing on organizational performance. Data was collected from a sample size of 289 respondents who were employees of the different manufacturing industries in Greece. Data was analyzed using SPSS and Pearson's rank correlation coefficient was used to establish the relationship between study variables. The study findings confirmed the presence of a relationship between TQM practices and organizational performance. Similarly there was a positive relationship between marketing practices and organizational performance. The study concluded that the TQM practices and marketing are great influencers of quality hence should always be applied in organizations.
… Journal of Quality …, 2007
There has been an increasing need for small and medium-sized enterprises (SMEs) to assess their performance maturity levels in attaining continual quality improvement. This paper describes two objective scales for quality performance improvement in SMEs. They are firstly, the Quality Management Principles Scale (QMPS) using a set of self-assessment questions of the ISO 9004: 2000 Standard to assess the adoption status of these principles, and secondly, the Employee Perception Scale (EPS) using identifiable constructs to measure employees' perception towards the continual development in SMEs. This paper investigates the inter-item reliability and the content and construct validity of both scales in an integrated improvement process in SMEs. An empirical study was conducted. Data was collected from one hundred and ten (110) SMEs in two selected manufacturing sectors: the oil/gas and non-oil/gas in Trinidad and Tobago. With the aid of the SPSS and LISREL software, a comprehensive data analysis was made and the reliability and validity of both scales were determined. Results showed that both QMPS and EPS were statistically reliable and valid while measuring the levels of performance maturity and employees' perception on performance improvement.