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Graph theory and matrix approach for performance evaluation of TQM in Indian
industries
Sushma Kulkarni
Article information:
To cite this document:
Sushma Kulkarni, (2005),"Graph theory and matrix approach for performance evaluation of TQM in Indian
industries", The TQM Magazine, Vol. 17 Iss 6 pp. 509 - 526
Permanent link to this document:
http://dx.doi.org/10.1108/09544780510627615
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Abstract
Purpose – Once the decision is taken to implement total quality management (TQM) in any
organization, achieving TQM is a journey. It takes significant effort over an extended period of time.
Seeks to propose a TQM performance index.
Design/methodology/approach – An industry TQM performance index evaluates and ranks the
various industries practicing TQM for a given period of time. Uses graph theory and a matrix
approach.
Findings – The index is obtained from industry performance function, which is useful for
identification and comparison of the different industries for their TQM performance. If the TQM
evaluation is done correctly, the evaluation will present the profile of the organization to different
audience, i.e. the customers, governments, other industries, funding agencies and public.
Originality/value – The model suggested for evaluation presents a logical approach to rank the
industries and other organization practicing TQM or other quality program.
Keywords Project evaluation, Total quality management, Graph theory
Paper type Research paper
Introduction
Total quality management (TQM) is an all encompassing dynamic process in an
organization to promote never ending improvement in the effectiveness and efficiency
of all elements of a business (Hradesky, 1995). TQM is the integration of functions and
processes within an organization in order to achieve continuous improvement of the
quality of goods and services. The goal is customer satisfaction (CS) (Ross, 1996). A
company’s continued success requires repeat business, which in turn depends upon the
customers. A strong customer focus is therefore imperative. TQM is a means to this
end, and an attribute of good management. TQM is essentially customer driven. It
takes a total system view. TQM measures are not merely confined to traditional rejects,
reworks, down grades and the like. They also include global, balance sheet parameters
such as profits, stock in trade, market share, etc.
The approach touches every operation, every individual and every activity. Each is
a link with the ultimate purpose to provide durable satisfaction to the existing and
potential customers. The concept of TQM hinges on continuous, improvement as the The TQM Magazine
Vol. 17 No. 6, 2005
core mission of the upper management. Zero defect or non-conformance is the pp. 509-526
operational objective of an organization. It is not a static restrictive concept. In its q Emerald Group Publishing Limited
0954-478X
policy perspective and specification, the top management forges harmony between DOI 10.1108/09544780510627615
TQM zero defects as the operational, objective and continuous improvements as the
17,6 dynamics pursuit of the management (Bounds et al., 1994).
Some common principles that run through TQM interpretations (Dale and Cooper,
1997):
.
Every one in the organization is involved continuously improving the process
under his or her control and takes responsibility for his or her own quality
510 assurance.
.
Each person is committed to satisfying his or her customer (internal or external).
.
Team work is practiced in a number of forms. There is a commitment to the
development of employees through involvement.
.
Participation by everyone in the business is positively encouraged and practiced.
.
A formal program of education and training is in place and this is viewed as an
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Presently, bodies responsible for industrial development, quality control, etc. in India
like CII, QCFI, TPM, etc. have already started propagating TQM and its benefits by
conducting various training programs and various awards are also instituted at TQM in Indian
national and international level to propagate and inculcate quality culture in Indian industries
organization. There is Malcom Balridge Award, European Quality Award, Japanese
Quality Award (Deming prize) at international level, Indian Juran Award, Dr Shah
Trust Award, etc. at national level.
But their evaluation procedure for award is elaborate, and still it is felt that there is a
need for simple and effective evaluation procedures. When TQM is implemented in any 511
organization, to evaluate its performance it is a total effect of large number of
parameter on each other as well as on the TQM performance. Thus the
interrelationship between the attributes (parameter) according to the importance of
one attribute over the other needs to be studied along with the independent effect of
each parameter on TQM performance evaluation. Thus, efforts need to be extended to
determine factors which influence an industry’s performance based on TQM practice in
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Figure 1.
Graph with five vertices
and six edges
TQM system. Let us consider an industry as a system; the system input, process and output
17,6 variables for implementation of TQM is top management, infrastructure employee
empowerment (EE), supplier involvement (SI), strategic planning (SP) for TQM
vision/mission and goals, measurement and analysis of products and processes,
evaluation of cost of poor quality, quality culture, benchmarking and CS, etc. The
performance attribute can be defined as the system variable, input, output or the
512 process variable.
Concentrate on planning for quality but ignore infrastructure (IN) and the TQM
initiative will collapse. Allocate resources but forget to communicate with employees
and one will have a well budgeted, but utterly ineffective TQM exercise. May be
this is the reason that over 70 percent of the TQM initiatives in the world
eventually fail. To ensure that your TQM implementation is really working,
measure it not just in overall terms, but in each area covered by the TQM process
along with the importance of each parameter (attribute) over the other with all
attributes considered at a time.
A digraph (also called directed graph) G consists of a set of vertices V ¼
{v1 ; v2 ; . . .}; a set of edges E ¼ {e1 ; e2 ; . . .} and a mapping function that maps every
edge onto some ordered pair of vertices (vi, vj). As in the case of undirected graphs,
a vertex is represented by a point and an edge by a line segment between vi and vj
with an arrow from vi to vj. In Figure 2, an edge for which the initial and terminal
vertices are the same forms the self loop, such as e7 and for edge e4, v3 is initial
vertex from where the edge is incident out and v4 is terminal vertex where the edge
is incident into.
Thus, TQM evaluation attribute diagraph consists of a set of nodes. E ¼ {ei };
with i ¼ 1; 2; . . . ; M and a set of edges, r ¼ {r ij }: A node Ei represents ith TQM
performance attribute (i.e. A i) and the edges represent the interrelationship among
the attributes. The number of nodes, M is equal to the number of TQM performance
evaluation attributes node j in the selection, then a directed edge or arrow is drawn
from node i to node j (i.e. rij). If j is having relative importance over i, then directed
edge or arrow is drawn from node j to node i (i.e. rij), e.g. for two nodes e1 and e2
the graph can be represented as follows as shown in Figure 3 with r12
indicating relative importance of e1 over e2 and r21 indicating relative importance of
e2 over e1.
Figure 2.
Diagraph with five
vertices and seven edges
To demonstrate the TQM evaluation attributes diagraph, an example of TQM TQM in Indian
evaluation for a particular organization is considered. Suppose the most important
attributes for TQM evaluation are:
industries
.
infrastructure (IN);
.
top management support (TMS);
.
strategic planning (SP); 513
.
employee empowerment (EE); and
.
customer satisfaction (CS).
TMS is more important for TQM performance as compared to IN, however, IN is also
important in TQM performance, even though less important than the TMS. Thus, there
exists relative importance between these attributes in both directions. Similarly, the
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attributes, EE and CS are equally important for the success of TQM in any
organization. Thus, the interrelations can be represented among the other attributes. A
TQM performance evaluation attribute diagraph is developed based on the above and
is shown in Figure 3. The five nodes represent the five selected attributes and the edges
their relative importance.
TQM performance evaluation attributes diagraph gives a graphical representation
of the attributes and their relative importance for quick visual appraisal. As the
number of nodes and their interrelations increases, the digraph becomes complex. In
such a case the visual analysis of the diagraph is expected to be difficult and complex.
To overcome this constraint, the diagraph is represented in matrix form as shown in
(1), where E 1 ; . . . ; E 5 are nodes showing attributes. r 12 ; r 13 ; r 14 ; . . . ; r 51 are edges
showing relative importance of attributes over each other.
Matrix representation
Matrix representation of TQM evaluation attributes diagraph gives its one to one
representation. A matrix called the TQM performance attributes matrix (TQMpam) is
defined. This is M £ M matrix and considers the presence of attributes (i.e. Ei) and
their relative importance (i.e. rij). This matrix A1 for TQM performance attributes
diagraph Figure 3 is represented as:
Attributes IN TMS SP EE CS
IN Ei r 12 r 13 r 14 r 15
TMS r 21 E2 r 23 r 24 r 25
A¼ ð1Þ
SP r 31 r 32 E3 r 34 r 35
EE r 41 r 42 r 43 E4 r 45
CS r 51 r 52 r 53 r 54 E5
Figure 3.
Relative importance
between edge and node
TQM Where, Ei is the value of its attribute (A 1) represented by node and Ei and rij is the
relative importance of ith attribute over jth represented by the edge rij. Permanent of
17,6 this matrix A, i.e. per (A), is defined as TQM performance evaluation function.
Permanent is a standard matrix function and is used in combination mathematics
(Venkate Rao, 2000).
TQM performance evaluation function for matrix expression (1) is written as per
514 Jurkat and Ryser (1966) formula as:
Y
5
PerðAÞ ¼ E i þ Si Sj Sk Sl Sm ðr ij r ji ÞE k E l E m þ E i E j E k E l E m ðr ij r jk r ki
i¼1
þ r ik r kj r ji ÞE l E m
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ð2Þ
{Si Sj Sk Sl Sm ðr ij r ji Þðr kl r lk ÞE m þ SSSSSðr ij r jk r kl r li þ r il r ik r kj r ji ÞE m }
þ {Si Sj Sk Sl Sm ðr ij r ji Þðr kl r lm r mk þ r km r ml r lk Þ
þ Si Sj Sk Sl Sm ðr ij r jk r kl r lm r mi þ r im r ml r lk r kj r ji Þ}
Attribute 1 2 3 ··· M
1 E1 r 12 r 13 · · · r 1M
2 r 21 E2 r 23 · · · r 2M
3 r 31 r 32 E3 · · · r 3M
B¼ ð3Þ
.. .. .. .. ..
. . . . ··· .
.. .. .. .. ..
. . . . ··· .
M rM 1 rM 2 rM 3 ··· EM
TQMP attribute functions for this matrix, B contains (M1) number of terms. In sigma
form, the TQM performance evaluation function is written as expression (4). This
expression contains (M þ 1) groupings.
Y
M TQM in Indian
PerðBÞ ¼ þ Si Sj Sk · · ·Sm ðr ij ÞE l E k · · ·E m þ SSS· · ·Sðr ij r ji ÞE k E l · · ·E m industries
a¼1
þ Si Sj Sk · · ·Sm ðr ij r jk r kl þ r ik r kj r ji ÞE l E m · · ·E M
þ ½Si Sj Sk · · ·SM ðr ij r jk r kl r lm r mi þ r im r ml r lk r kj r ji ÞE n E o . . .E M }
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Expression (4) is a TQM performance evaluation function that ensures a realistic TQM
performance evaluation in terms of evaluation attributes. The expression contains
terms arranged in (M þ 1) groupings. The first grouping contains only one term and is
a set of presence of M attributes. The second grouping, is absent as there are no
self-loops in the digraph. The terms of the third grouping represent a set of two
attribute relative importance loops (i.e. rijrji) and is the resultant causality of attribute
i and j, and the severity of remaining ðM 2 2Þ attributes. Each term of the fourth
grouping is a set of three event relative importance loops (i.e. rijrjkrki or its pair rikrkjrji)
and the severity of remaining ðM 2 3Þ attributes. The terms of the fifth grouping are
arranged in two subgroupings, each term of the first subgrouping is a set of two
2-attribute relative importance loops [(i.e. rijrji) and (rklrlk)] and the severity of ðM 2 4Þ
attributes. Each term of the second subgrouping is a set of 4-attributes relative
importance loop [(i.e. rijrjkrkirli) or its pair rilrlkrkirji)] and the severity of ðM 2 4Þ
attributes. Similarly other terms of the expression are defined. Thus, the TQM
performance evaluation function characterizes an organization for its performance
evaluation as it contains all possible structural components of the attributes and their
relative importance.
Exceptionally low 0
Extremely low 1
Very low 2
516 Below average 3
Average 4
Above average 5
High 6
Table I. Very high 7
Value of TQM Most high 8
performance evaluation Extremely high 9
attributes (Ei’s) Exceptionally high 10
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Methodology
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Relative importance of
attributes
Class description rij rij ¼ 10 2 rij
The data regarding the above attributes can be collected from the organization with the
help of questionnaire (Appendix) formulated on the basis of weightage. Each attribute
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Figure 4.
Diagraph for TQMpef (five
attribute model) showing
relationship of one node
with all the other four
nodes
The attribute values are obtained using expression (5) and Table I. The values of these TQM in Indian
attributes are normalized and given in Table IV in the respective columns. industries
Relative importance of attributes (i.e. rij’s) is also assigned the values in the range
0-10, based on Table II and is given in Table V. Information collected from literature
review and based on data from present study, relative importance of attributes has
been assigned. For example, TMS is more important than the SI so a high value of
relative importance is assigned to the TMS over the SI, and the low value of relative 519
importance is assigned to the SI over the TMS. Similarly, the relative importance
among the other attributes can be explained. It may be mentioned here that the
relative values assigned are as per author’s perception of TQM implementation
effectiveness. The award committee or various national institute can have their own
perception to decide properly the relative importance among the performance
evaluation attributes.
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The TQMpef for the matrix, expression (8), can be written on the lines of expression
(4), and the value of TQMpei is calculated using Tables III and IV and the values of Ei’s
Organization SPO TM EE SI CS
Table III.
1 27 36 28 30 30 Ei’s for various attributes
2 29 26 31 25 29 of the organization (five
3 26 34 37 29 35 attribute model) (collected
4 24 20 24 27 28 as per questionnaire in
5 32 36 34 37 36 annexure)
Attributes SPO TM EE SI CS
SPO – 5 5 5 5
TM 5 – 6 4 4 Table IV.
EE 5 4 – 5 3 rij’s for various attributes
SI 5 6 5 – 5 of the organization (five
CS 5 6 7 5 – attribute model)
Conclusions
520 (1) The proposed graph theory and matrix approach model is applicable to any
type of industry.
(2) TQM performance evaluation function is proposed and is characteristic of an
industry. This helps to obtain the TQM performance evaluation index, which
evaluates and ranks industries for a given period.
(3) The proposed method strengthens the existing procedures by proposing a
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II. Diagraph for TQMpef (five attribute model) showing relationship of one
node with all the other four nodes (e.g. for node (1) – (r12r21), (r13r31), (r14r41),
(r15r51), (r11)
III. Matrix-TQMpem for the diagraph (five attribute model)
Attributes SPO TM EE SI CS
SPO Ei r 12 r 13 r 14 r 15
TM r 21 E2 r 23 r 24 r 25
A¼ ð8Þ
EE r 31 r 32 E3 r 34 r 35
SI r 41 r 42 r 43 E4 r 45
CS r 51 r 52 r 53 r 54 E5
{Si Sj Sk Sl Sm ðr ij r jk r kl þ r ik r kj r ji ÞE l E m
ð9Þ
þ {Si Sj Sk Sl Sm ðr ij r ji Þðr kl r lm ÞE m þ Si Sj Sk Sl Sm ðr ij r jk r kl r li Þ þ ðr il r lk r kj r ji ÞE m 521
þ {Si Sj Sk Sl Sm ðr ij r ji Þðr kl r lm r mk þ r km r ml r lk Þ
þ SSSSSðr ij r jk r kl r lm r mi þ r im r ml r lk r kj r ji Þ}
V. Using the data from Tables III-V and the expression (9) the TQMpei can be
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X
5
Third grouping ¼ ðr ij r ji ÞE l E m E n ¼ 20; 814:
i¼1
Fifth grouping Va þ Vb
Grouping
Org I II III IV Va Vb VIa VIb Total
VI. Similarly for other organization calculations can be performed. The values of the
grouping are tabulated in Table VI.
VII. Therefore, the ranks of the organization as per their TQMpei are given in
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descending order.
(1) TQMpei (5)
(2) TQMpei (3)
(3) TQMpei (1)
(4) TQMpei (2)
(5) TQMpei (4)
Hence from the values of TQMpei, it is clear that the Fifth organization, i.e. TQMpei(5) is
indicating the best TQM performance and TQM has been implemented in the best way
in that particular organization.
References
Hradesky, J.L. (1995), TQM Handbook, McGraw-Hill, New York, NY, pp. 2-3.
Ross, J.E. (1996), TQM Text, Cases and Readings, Vanity Books International, New Delhi, pp. 1-2.
Bounds, G., Yorks, L., Meladams and Ranney, G. (1994), Beyond TQM towards the Emerging
Paradigm, McGraw-Hill International Edition, New York, NY, pp. 44-62.
Dale, B. and Cooper, C. (1997), Human Resource and Total Quality – An Executive’s Handbook,
Beacon Books, A Blackwell Asia Imprint, New Delhi, pp. 19-21.
Juran Institute (1992), Total Quality Management – A Practical Guide, Qimpro Consultants Pvt
Ltd, Mumbai, April.
Narsingh, D. (2001), Graph Theory with Applications to Engineering and Computer Science, 22nd
ed., Prentice Hall of India private limited, New Delhi.
Venkate Rao, R. (2000), “Graph theory and matrix approach for the performance evaluation of
technical institutions”, Indian Journal of Technical Education, Vol. 23.
Jurkat, W.B. and Ryser, H.J. (1966), “Matrix factorization of determinants and permanents”,
Journal of Algebra, Vol. 3.
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Appendix
industries
TQM in Indian
523
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17,6
524
TQM
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industries
TQM in Indian
525
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17,6
526
TQM
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