Introduction

Total quality management:

Total quality management (TQM) is an organized way to deal with by and large
organizational administration. The focal point of the cycle is to improve the nature of an
association's yields, including goods and services, through constant improvement of interior
practices. The standards set as a feature of the TQM approach can reflect both interior needs
and any industry guidelines presently setup.
Industry norms can be characterized at different levels and may incorporate adherence to
different laws and guidelines administering the activity of the specific business. Industry
guidelines can likewise incorporate the manufacturing of things to ago standard, regardless of
whether the standard isn't up held by authentic guidelines.
 Research Paper- I
Mediating role of learning organization on the relationship between total quality
management and operational performance in Brazilian manufacturers
-By Guilherme Tortorella and Ricardo Giglio, Flavio S. Fogliatt and
Rapinder Sawhney
The purpose of this paper is to examine the mediating effect of learning organization
dimensions on the relationship between the implementation of total quality management
practices and companies’ operational performance improvement.
For this research paper, the author carried out a cross-sector survey with 135 Brazilian
manufacturing companies that have been implementing total quality management as an
organizational strategy for at least five years. Then the collected data were analyzed using
multivariate data analysis techniques.
Through, this research paper author tried to prove the fact that an enhanced organizational
learning capability can significantly impact the improvement level of operational
performance through the application of total quality management practices.
At last, this research paper also provides guidelines for manufacturers to increase their
learning capability by reinforcing the implementation of total quality management practices,
whose synergistic effects may be currently neglected.
The research paper starts with the significance of Learning organization and Total Quality
Management independently. Afterwards, it attempts to show how they are connected. To put
it plainly, this paper inspects the intervening impact of learning organization on the
connection between the TQM and operational performance improvement. For that, they
overviewed 135 Brazilian manufacturers that have been executing TQM for more than five
years. The research involves four parts. Gathered information was dissected utilizing
multivariate information investigation methods.
This research is grounded on sociotechnical frameworks hypothesis, which surmises that
authoritative improvement is a way to deal with complex hierarchical work plan that
perceives the communication among individuals and innovation in work environments
(Cooper and Foster, 1971).
Sociotechnical frameworks hypothesis alludes to the interrelatedness of social and specialized
parts of an association, and how such connection may prompt fruitful (or ineffective)
execution upgrades (Cecconi, 2016).
The three hypotheses that research has taken to research the function of learning organization
improvement on the impact of TQM and operational implementation:
H1. The implementation of total quality management is positively associated with the
development of learning organization.
H2. The development of learning organization is positively associated with companies’
operational performance.

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H3. The development of learning organization positively mediates the relationship between
implementation of total quality management and companies’ operational performance.
The research paper contributions are two-folded:
Theoretical Terms:
The research suggested that the adoption of TQM practices alone does not necessarily lead to
significantly improvements on manufacturers’ performance. In fact, according to their
analysis when we implement TQM practices, companies that reinforce the development of
LO dimensions may significantly improve their operational performance.
That agrees with indications from sociotechnical systems theory and suggests that
manufacturers may achieve superior performance levels by fostering both technical
(represented by total quality management practices) and social (represented by learning
organization development) aspects.
Their study gives much even tries to validates the conceptual framework proposed by
Mahmud and Hilmi (2014), identifying and quantifying the pervasiveness of the association
between total quality management practices and learning organization dimensions toward
performance improvement.
In their sample of respondents from companies of different sizes, results showed that learning
organization dimensions remain relevant and positively influence the effect of total quality
management on operational performance improvement. That points to the reinforcement of
sociotechnical aspects as key in for continuous improvement, regardless of company size;
that is particularly true when considering the association between them.
Practical Implications:
Concerning suggestions, their discoveries propose that supervisors should initially guide their
endeavors to create learning association capacities at group and association levels enhancing
the effect of all out quality administration execution on operational execution. At the end of
the day, operational execution improvement moves toward that are carefully practice or
specialized arranged are more averse to yield better outcomes.
Their outcomes highlight the huge impact of the connection between them on operational
execution, foreseeing potential issues that may sabotage profits by progress activities.
Since the improvement of learning association abilities is commonly seen over the long haul,
such expectation abstains from sitting around idly and endeavors improving the association's
responsiveness to an undeniably serious situation.
One of the setbacks of this research paper was the fact that they focused totally on Brazil.
Hence, the result of this research paper can’t be validated as universally true.

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 Research Paper- II
Successfully implementing Total Quality Management tools within healthcare: What
are the Key Actions
-Sue Jackson
This research paper emphasizes the point that how securing TQM is a desired goal for
everyone who is working in healthcare industry. But implementing one is not easily done. As
a consequence some healthcare professional feel a sense of despair when managers promote
the use of quality management tools purporting that this time it will be different from what
has gone before. They also recounts about incidents where failed implementation had caused
adverse effects.
Identifying the problem, this research paper tries to identifying the necessary characteristics
and actions for successful implementation of TQM in healthcare.
According to writer in the area of TQM and healthcare quality the characteristics associated
with successful implementation are similar to the characteristics of excellence in healthcare.
In particular strong leadership, involvement, empowerment, teamwork, trust, culture that
embraces performance management and customer focus which includes an internal customer
focuses. He also emphasizes the point that any organization would only succeed if they
promote openness, transparency of decision making and goof communication.
He emphasizes the fact that for successful implementation of TQM, five steps are needed to
be followed. They are:
Set up a steering committee, develop a vision for TQM, agree a strategy for implementation,
implement the strategy and assess and review progress.
Then the writer discuses about each step briefly. Starting with when we talk about Set up a
steering committee. The goal of the committee is to form a infrastructure to support
implementation, they are ones who are going to establish process, assign individuals to teams,
allocate resources and will be responsible for the evaluation process. This committee should
have representation from all the major functions. It should be emphasized that the leaders are
committed to TQM. Also, members need to be chosen and valued by the Chief executive.
For second step: Develop a vision for TQM. The writer says that the committee should
determine desired organizational norms, values and behaviors. These desired norms, values
and behaviors should reflect the views of internal and external customers. They should
forthwith clarify what successful implementation looks like. Most importantly, they should
develop quality indicators before only.
For third step: Agree a strategy for implementation. The writer says that the statregy should
include the following elements:
-People are kept informed.
-People are involved in decision making.
-Re-emphasis the values of the organization.

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According to writer, the strategy should be made in such a way that it self-assess to determine
baseline. Most importantly he says that priorities needs to be set forthwith and every activity
needed to well coordinate.
While developing strategy, the committee should be clear about the reason for using the
chosen TQM tool.
For forth step: Implement the strategy. The writer says that a good amount of discussion
needs to be done with Chief executive. Then if the leaders believe that it will aid success then
only launch them. For implementation all resources are needed to be committed. For
instance: Human, financial and informational resources. Also appreciate energy; commitment
and creativity are important resources.
Always launch the implementation in phases and integrate TQM tool. While doing so secure
a culture change rather than a tock-box mentality.
For fifth step: Assess and review progress. The writer says that it’s important to undertake
interim progress reviews. Also, makes sure that action plans are realistic and make timely
amendments to secure success.
He also mentions about the common pitfalls that needed to be avoided:
-Do not let TQM be an audit or another paper exercise
-Spend time identifying reasons why the concept cannot be applied
-Let enthusiasm wane
-Have a rigid plan for implementation.
Most importantly, though successfully implementing a TQM toll is not easy as has been
demonstrated by the number of failed attempts in a variety of orgaisation, but if done with
planning, the chances of success increases.
In short, this paper recognizes that many TQM initiatives fail and that the failures are often
due to a lack of knowledge, skills and expertise, particularly in relation to the organization’s
leaders/managers. In contrast however, success is more likely if the implementation approach
is well planned, executed, assessed and reviewed.
There are five key steps that need to be contained within the implementation plan some of
which include setting up a steering committee, agreeing the norms, values and behaviors for
the organization and determining indicators associated with success. Furthermore, a number
of actions need to be affected within those five key steps.
In essence, this paper concludes that without careful planning the programme for
implementing TQM will likely to fail resulting in an opposite effect on the quality of
healthcare delivery to the one that was intended.

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 Research Paper- III
Strategies for Service Quality
This paper provides an ideal opportunity to take a broad view of aspects of customer service.
The issue does not focus on any one market sector, and that is important. When Walter
Chrysler wanted to improve the build quality of his vehicles he bought an Oldsmobile and
took it apart to see how it was made. He was in fact practicing benchmarking although, quite
sensibly, he would not have called it that. He was learning from a recognized leader in the
field in which his company was active. But this need not be so. Toyota pioneered JIT by
studying shelf replenishment methods in US supermarkets. South West Airlines reduced the
turnaround time of its aircraft by studying pit crews at the Indy 500.
This paper focuses on the point that, “service quality is an area in which many can gain
advantage through improving their performance against a set of valid measures.” It is not
something which should be treated as a quasi-religion, but is rather something which can
become incorporated in broader strategic ambitions.
This paper mentions various journeys of successful entrepreneurs and the step that they have
taken in respect to quality of their services, from different sectors. For instance: While talking
about service quality in Britain’s National Health Service, he mentions that their strategy is
very poor. He emphasizes that the knowledge within the NHS of its own quality-assurance
activities is abysmal. Most activities are not costed. More than half are not evaluated, and
where they are, the procedures used do not appear to be rigorous.
While talking about this case, he emphasizes the point that any quality improvement should
not be focused on only few parts of a system, but on a system as whole to improve to a higher
level of quality. Moreover, according to him there should be a balance between internal self-
assessment and external reviews. To make this point clear he mentions that patients
frequently need care in various settings, and what occurs in one setting may depend on what
happened in another.
In this paper, the author tries to explain that till now not many people know how to
implement the quality assurance effectively. To highlight this point the author mentions about
a survey, which was conducted in 1989.
This paper gives much importance to customer services and mentions the point through
which we can improve one. He also uses library management examples at various instances.
The author also mentions about Brent Council, in UK and how they launched its total quality
programme in June 1991. Because of which following improvement happened:
“18 per cent increase in customer satisfaction, a 46 per cent reduction in local taxation, and
runner-up slot in a prestigious total quality award.”
While talking about hospitality industry, he mentions the point that people fales to understand
the importance of real and reel. In other words, reality and expectations i.e., hotels hardly live
up to their marketing promises. For this sector, he mentions about the journey of Hilton
Hotels and the steps that they took.

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He also mentions that many people have a big misconception that low cost and better quality
can’t co-exist together. To prove this misconception false, he talks about João Baptista and
Jean Estin, members of Mercer Management Consulting’s European consulting division, who
emphszies the point that low cost competition is forcing companies to add better service (total
quality) into their strategic thinking.
The author also mentions that it’s very beneficial for companies to spend on R&D. This way
they can improve their long term business performance.
The stakeholders, both current and potential, can have great influence on how a company is
managed, in which markets it should operate and what long-term strategies should be
pursued. Yet, most corporate reports produced by major companies fail to mention any
commitment to total quality management (TQM).
He also mentions about how researchers have proposed a model which could make corporate
reporting more relevant to stakeholders. This is achieved by adopting TQM principles in
preparing corporate reports and by making the quality issue relevant at the corporate level,
not just at operational/business unit levels.
He emphasizes the point that it has generally been assumed that TQM is of no particular
relevance to stakeholders, with their apparent single-minded interest in the return on their
investment. Therefore, the TQM movement to date has focused on the operational front by
assisting business units to perform at optimum levels to achieve the targets set for them. It
does not change the business culture which focuses on short-term financial results rather than
a business unit’s efforts to strengthen its competitiveness and future survival.
He boldly and factually mentions that TQM also has a role to play at the corporate level.
Performance here depends on corporate management and corporate performance. Corporate
management, the responsibility of senior managers, involves developing an overall
organizational strategy; setting short- and long-term goals; developing the most appropriate
infrastructure for the business units to perform; providing the necessary resources; and
scanning the market for investment, acquisition and merger opportunities. Corporate
performance is viewed in terms of the types of return; incremental improvement in profits;
market dominance; growth; financial performance; commitment to long-term innovation (e.g.
R&D expenditure, new product development); and the ability to set realistic, attainable
targets.
According to him, the ideal model ensures that TQM is equally relevant to all players
involved, not just the responsibility of business units. He says that we should stop believing
that TQM is relevant only to business units with no corporate value. Moreover, all
Stakeholders need to be educated about TQM’s potential as a way of doing business.

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 Reference
http://www.emerald.com.elibrary.nirmauni.ac.in/insight/content/doi/10.1108/0024253519940
0003/full/pdf?title=strategies-for-service-quality
http://www.emerald.com.elibrary.nirmauni.ac.in/insight/content/doi/10.1108/JMTM-05-
2019-0200/full/pdf?title=mediating-role-of-learning-organization-on-the-relationship-
between-total-quality-management-and-operational-performance-in-brazilian-manufacturers
http://www.emerald.com.elibrary.nirmauni.ac.in/insight/content/doi/10.1108/0952686011039
2431/full/pdf?title=successfully-implementing-total-quality-management-tools-within-
healthcare-what-are-the-key-actions

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