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| dc.contributor.author | Sobhi, N. | |
| dc.contributor.author | A. Salah, S. | |
| dc.contributor.author | Magdy, E. | |
| dc.date.accessioned | 2020-02-06T09:09:02Z | |
| dc.date.available | 2020-02-06T09:09:02Z | |
| dc.date.issued | 2016 | |
| dc.identifier.citation | [1] Chin, K. S., Tummala, V. M. R., 2003, “Quality management practices in Hong Kong industries: A comparison between electronics and toys manufacturing industries”, International Journal of Quality & Reliability Management 20(9). [2] Rodriquez, C. and Hemsworth, D., 2005, “A Structural analysis of the impact of quality management practices in purchasing on purchasing and business performance”, Total Quality Management and Business Excellence, 16(2), 215–230. [3] Magd, H., & Curry, A., 2003. “An empirical analysis of management attitudes towards ISO 9001:2000 in Egypt”, TQM Mag., 15(6), 381-390. [4] Ersen, H., 2003, “A total perfection in the process, human resources and quality”, 2nd Edition, Istanbul. [5] Yatkin, A., 2004, “Total Quality Management”, Ankara: Nobel Publications. Proceedings of the 17 PT 69 th Int. AMME Conference, 19-21 April, 2016 [6] Al-Khalifa, K. N. and Aspinwall, E. M., 2000, “The development of total quality management in Qatar” The TQM Magazine 12(3). [7] Belay, A. M., Helo, P., Takala, J., & Kasie, F.M., 2011, “Effects of quality management practices and concurrent engineering in business performance”, International Journal of Business and Management, 6(3), 45-62. [8] Nilsson, L., Johnson, M.D., & Gustafsson, A., 2001, “The impact of quality practices on customer satisfaction and business results: Product versus service organizations”, Journal of Quality Management, 6 (2001), 5-27. [9] Rahman, Z. and Siddiqui, J., 2006, “Exploring total quality management for information systems in India firms: Application and benefits”, Business Process Management Journal 12(5). [10] Rodriquez, C. & Hemsworth, D., 2005, “A Structural analysis of the impact of quality management practices in purchasing on purchasing and business performance” Total Quality Management and Business Excellence, 16(2), 215–230. [11] Aydın, A., Ucuncu K., 2010, “The effects of total quality management activities of the enterprises on the employee performance”, Int. Journal of Economic & Administrative Studies, 5, 41-60. http://2012e.igem.org/Team:Arizona_State_E/Kellogg. [12] Sadikoglu, E., 2008, “Total Quality Management Practices and Performance”, The Business Review, Cambridge, Hollywood 10(2). [13] Okay, S. & Akcay, M., 2010, “Factors Affecting Satisfaction Levels of Internal Customers in Turkish Automotive Authorized Services”, African Journal of Business Management, 4(18), 3872-3891. [14] Gotzamani, K.D., G.D. Tsiotras, 2002, “The true motives behind ISO 9000 certification and Their effect on the overall certification benefits and their long term contribution towards TQM”, International Journal of Quality, Vol. 19, No. 2, pp. 151-169. [15] Thomas Y. Choi, 2004, “Simultaneous Consideration of TQM and ISO 9000 on Performance and Motivation: An Empirical Study of Spanish Companies Arizona State University”, University of Murcia, Spain. [16] Michael Shadrack Mangula, 2013, “Effect of Quality Management Systems (ISO 9001) Certification on Organizational Performance in Tanzania: A Case of Manufacturing Industries in Morogoro”, Mzumbe University. [17] Abdullah, M. M. B., Uli, J., 2008, “The influence of soft factors on quality improvement and performance: perceptions from managers”, The TQM Journal 20 (5). | en_US |
| dc.identifier.uri | https://t.ly/dNbAw | |
| dc.description | MSA Google Scholar | en_US |
| dc.description.abstract | ABSTRACTTotal quality management is a philosophy of management for continuously improvingthe quality of products and processes. The quality of products and processes is theresponsibility of everyone who is involved with the development or use of theproducts or services.TQM implementation provides people with opportunities to learn and to developthemselves. TQM enables all employees to participate in the continuousimprovement process to improve the organizational performance and assurecustomer's satisfaction. A company that is able to assess and understand its TQMsuccess factors can focus on improving its performance. This paper investigates thecritical success factors of TQM criteria in the industrial organizations, which hadachieved the certificate of the quality management system (ISO 9001). This paperused a questionnaire survey method to assess the actual level of implementation ofthe TQM systems in the organizations. The results of the data analysis identifiedeight factors that affect companies’ performance; leadership; customer focus;involvement of people; process approach; continuous improvement; supplierrelationship; decision-making and communication. The results indicate that thesuccessful implementation of total quality criteria in the industrial organizations leadsto a significant increasing in the performance and business environment. | en_US |
| dc.description.sponsorship | Military Technical College | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | Military Technical College | en_US |
| dc.relation.ispartofseries | The International Conference on Applied Mechanics and Mechanical Engineering;Volume: 17 Issue: 17th International Conference on Applied Mechanics and Mechanical Engineering Pages: 1-12 | |
| dc.subject | University of Quality management systems, TQM critical success factors, organizational performance. | en_US |
| dc.title | INVESTIGATION THE CRITICAL SUCCESS FACTORS OF TQM CRITERIA IN THE INDUSTRIAL ORGANIZATIONS | en_US |
| dc.type | Article | en_US |
| dc.Affiliation | October University for modern sciences and Arts (MSA) |
