Perception of TQM benefits, practices and obstacles: The case of project managers and quality management representatives in Kuwait. Issue 2 (14th March 2016)

• Record Type: Journal Article
• Authors: Jaeger, Martin; Adair, Desmond
• Is Part Of: TQM journal. Volume 28:Issue 2(2016)
• Page Start: 317
• Page End: 336
• Publication Date: 2016-03-14
• Subjects: Total quality management -- Benefits -- Perception -- Kuwait -- Obstacles -- National cultures -- Practices; Total quality management -- Periodicals; 658.562
• DOI: 10.1108/TQM-10-2014-0091
• Languages: English
• ISSNs: 1754-2731

Abstract

Abstract : Purpose: – The purpose of this paper is to identify the perception of total quality management (TQM) benefits, practices and obstacles in Kuwaiti industrial organizations certified against ISO 9001:2000 (or later) and following a TQM approach. A discrepancy in perception between project managers (PMs) and quality management representatives (QMRs) of organizations in the Gulf Cooperation Council countries has already been identified (Jaeger and Adair, 2013), and this study compares the perception of these two groups in more depth. Design/methodology/approach: – Extensive representatives of both groups have been individually interviewed, a classification system for TQM benefits, practices and obstacles has been developed, and interview responses have been analyzed against this classification system. Findings: – It emerges that all responses matched one of the benefits, obstacles and practices of the classification system. Comparing the total group of PMs with the total group of QMRs, it was found that both groups agree on their perception of the most important practice (i.e. an implemented management system) and, the biggest obstacle (i.e. lack of employee involvement). However, they disagree on their perception of the most important TQM benefit (i.e. PMs prefer quality of products and services, and QMRs prefer productivity). Originality/value: – The results of the total groups and sub-groups give new insights regarding the different perceptions of PMs and QMRs. Also, the results enable practitioners of these two functions to discuss the differences and align their perceptions. This should increase the effectiveness of the TQM approach in their organizations. Finally, the results allow management consultants to focus on areas with high potential for improvements.