Perception of TQM Implementation and Perceived Cost of Poor Quality: A Case Study of Local Automotive Company’s Supplier
References:
[1] Baidoo, F., Odum-Awuakye, G.A, and Oduro-Okyireh, T. (2015) Influence of Service Quality Delivery in the SMEs of the Motor Vehicle Repair Service Industry in Ghana. In: Mojekwu, J.N., Ogunsumi, L.O., Ojigi, L. M., Atepor, L., Thwala, D.W., Sackey, S. Awere E., and Bamfo-Agyei, E. (Eds) African Journal of Applied Research. (AJAR) Journal, Vol.1, No.1 ISSN 2408-7920 January 2015, Cape Coast, Ghana. 444-456
[2] Esa, F.,and Yusof, Y. (2016), “Implementing Overall Equipment Effectiveness (OEE) and sustainable competitive advantage: A case study of Hicom Diecastings Sdn. Bhd. (HDSB)”, Vol. 11, No. 1, pp. 199-203.
[3] Besterfield D.H. (1995), Total Quality Management. New Jersey: Prentice Hall.
[4] Tari', J. (2005). Components of successful total quality management. The TQM Magazine. 17(2), pp. 182-194.
[5] Juran, J.M. (1986), The Quality Triology, Quality Progress. 9(8), pp.19- 24.
[6] Feigenbaum A.V. (1991), Total Quality Control, 3rd edition. New York: McGraw-Hill.
[7] Ishikawa K. (1985), What Is Total Quality Control? The Japanese Way. Engelwood Cliffs, NJl: Prentice Hall.
[8] Dean, M.B. and Helms, M.M. (1996),” The implementation of total quality management into public sector agencies: a case study of the Tennessee Valley Authority,” Benchmarking for Quality Management and Technology, Vol 3, No 1, pp. 50 – 64.
[9] Douglas, T.J. and Judge W.Q. (2001), “Total quality management implementation and competitive advantage: the role of structural control and exploration”, The Academy of Management Journal, Vol. 44, No. 1, pp. 158-169.
[10] Hansonn, J and Klefsjo, B. (2003), “A core value model for implementing total quality management in small organizations,” The TQM Magazine, Vol. 15, No. 2, pp. 71-81.
[11] Chandler, G.N. and McEvoy G. M. (2000),” Human Resource Management, TQM and firm performance in small and medium-size enterprises”, Entrepreneurship: Theory and Practice, Vol. 25, No.1, pp. 20-35.
[12] Tentime, Z. T. and Soloman G.H. (2002), “Total quality management and the planning behaviour of SMEs in developing economies”, The TQM Magazine, Vol. 14, No. 3, pp. 181-191.
[13] Norman D (1991) Cognitive Artifacts in J.M Carroll ed. Designing Interaction: Psychology at the Human-Computer Interface. 8 (1), pp.17-38.
[14] Emulti, Dean and Taisier F. AlBiab (1995), Improving Quality and Organizational Effectiveness Go Hand in Hand Through Deming’s Management System, Journal of Business Strategies, 12 (1), pp. 86-98.
[15] Quiros, G.M. (1994), "Integrated performance measurement". Unpublished MBA dissertation. University of Bradford.
[16] Sohal, A.S. (1998). Assessing manufacturing/quality culture and practices in Asian companies. International Journal of Quality & Reliability Management, 15(8/9), pp. 920-930.
[17] Dreyfus, P., Gulbro, D.R., Shonesy, L. (1999), "Quality in manufacturing: does size really make a difference?" Journal of Business and Entrepreneurship, Vol. 11, No. 1, March, pp. 75-84.
[18] Hacksever, C. (1996),” Total quality management in the small business environment”, Business Horizons, Vol. 39, Issue 2, pp. 33-40.
[19] Ahire, S. L., Gohlar, D.Y. and Walker, M.A.l (1996), “Development and validation of TQM implementation constructs”, Decision Sciences, Vol. 27, No. 1, pp 23-56
[20] Abdullah, M.A. and T. Beal. (2003). The Strategic Contributions of Small and Medium Enterprises to the Economies of Japan and Malaysia: Some Comparative Lessons for Malaysian SME(s). Proceedings of the 7th International Conference on Global Business and Economic Development, 8th – 11th January, Bangkok, Thailand.
[21] Chee, P. L. (1986). Small and Medium Industries in Malaysia. Kuala Lumpur: Forum Press.
[22] Ozawa Masayoshi, “Total Quality Control and Management: The Japanese Approach,” JUSE Press, 1993.
[23] Tamimi, N., and R. Sebastianelli. (1998). The barriers to total quality management. Quality Progress 3(1), pp. 57-60.
[24] Lau, H.C. and Idris, M.A. (2001), The soft foundation of the critical success factors on TQM implementation in Malaysia, The TQM Magazine, 13 (1), pp. 51-60.
[25] Eng. Q. E. and Yusoff S.M. (2003),” A survey of TQM practices in the Malaysian electrical and electronic industry”, Total Quality Management, Vol. 14, No. 1, pp. 63-77.
[26] Idris, M.A., McEwan, W. and Belavendram, N. (1996),” The adoption of ISO 9000 and total quality management in Malaysia, The TQM Magazine, Vol. 8, No 5, pp 65-68
[27] Zhang, Z., (2001), Implementation of TQM in manufacturing companies in China. Unpublished PhD. Thesis. University of Groningen
[28] Harrington, H. James (1987), Poor-Quality Cost, American Society for Quality.
[29] Zhang, Z., (2001), Developing an Instrument for Measuring TQM implementation in a Chinese Context. Thesis. University of Groningen
[30] Cohen, J. (1968). Multiple regression as a general data-analytic system. Psychological Bulletin, Vol.70, pp. 426-443.
[31] Malcolm Baldrige National Quality Award (1997), Criteria for performance excellence, National Institute of Standards and Technology, United States Department of Commerce, Gaithersburg, MA.
[32] Garvin, D.A. (1983), “Quality on the line”, Harvard Business Review, Vol. 61, pp.64-75.
[33] Juran, J.M. and Gryna, F.M. (1993), Quality Planning and Analysis, 3rd edition. New York: McGraw-Hill.
