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University of Wollongong
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!e problems of implementation of Total QualitManagement in !ai manufacturing SMEs
Panu Buranajarukorn'95@;.*.
Peter R. GibsonUniversity of Wollongong, **@;.*.
Guenter ArndtUniversity of Wollongong, @;.*.
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Proceedings of the 7th
Asia Pacific Industrial Engineering and Management Systems Conference 2006
17-20 December 2006, Bangkok, Thailand
The Problems of Implementation of Total Quality
Management in Thai manufacturing SMEs
Panu Buranajarukorn
Naresuan University, Phitsanulok 65000 THAILAND+663-163-2259, Email: [email protected]
Peter Gibson and Guenter ArndtUniversity of Wollongong, New South Wale, 2500 AUSTRALIA
+612-4221-3491, Email: {peterg, garndt)@uow.edu.au
Abstract. Thai manufacturing SMEs have played a major role in developing Thai economy, social andemployment. In this situation, they have been confronted by forceful overseas competitors, especially in low-cost producers such as China, India, Vietnam, etc. They need to upgrade organisational performance in orderto increasing their international competitiveness. However, most of Thai manufacturing SMEs have beeninadequate modern technology when compared to large enterprises. Therefore, management technique i.e.TQM has been introduced to implement in Thai manufacturing SMEs for establishing a good quality
management system, developing human resources and increasing business performance. The questionnairewas used as a tool for gathering data in this research. Firstly, it presented the main problems of establishmentof TQM in Thai manufacturing SMEs by following the seven criteria of TQA; Leadership, StrategicPlanning, Customer and Market Focus, Information and Analysis, Human Resource Focus, ProcessManagement, and Business Results. Secondly, the SWOT analysis was used for examining the Strengths andWeaknesses and evaluating the Opportunities and Threats to Thai manufacturing SMEs. Finally, it found that
Thai manufacturing SMEs lacked in cooperating with Government units. All these problems may lead Thaimanufacturing SMEs to be unsuccessful implementation of TQM in their organisation, therefore they shouldrealise their problems and business environment, and then develop all aspects of management systems inTQM and establish a strong partnership network with government.
Keywords:Problems, TQM, Thai manufacturing SMEs, TQA
1. INTRODUCTION
Thai manufacturing SMEs have played a major role inincreasing Thai GDP. However, there have been many
problems inside organisations that have created obstacles to
improving performance and confronted by fierce overseas
competitors. There appears to be a need for Total QualityManagement (TQM) that benefits from well-managed
organisation. TQM principles have been developed over
many years by Quality practitioners, the core concepts of its
approach were derived from three core principles; (1)
Achieving customer satisfaction, (2) Striving for continuous
improvement, and (3) Encouraging the full involvement of
the entire workforce.
TQM has been used by many larger Thai enterprises, but
there has been a slow up-take in Thai manufacturing SMEs.
This study was based on literatures and the results of
questionnaire surveyed from 71 Thai manufacturing SMEs.
The paper presents the main problems of establishment of
TQM in Thai manufacturing SMEs by following the seven
criteria of Thailand Quality Award (TQA):- Leadership;
Strategic Planning; Customer and Market focus; Information
and Analysis; Human Resource focus; ProcessManagement; and Business Results.
The SWOT analysis was used for examining the
Strengths and Weaknesses and evaluating the Opportunities
and Threats to Thai manufacturing.
Moreover, it found that Thai manufacturing SMEs lacked
in cooperating with Government units.
Therefore, Thai manufacturing SMEs should realise all
these problems and business environment, and then develop
all aspects of management systems in TQM and establish a
strong partnership network with government.
: Corresponding Author 238
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2. THAI MANUFACTURING SMEs
Most manufacturing enterprises throughout the world
are Small and Medium Enterprises (SMEs) dependent ontheir domestic markets to develop their businesses (Day,
2000; Freeman, 2000). In Thailand, the statistics (Leopairote,
1997) showed that most of manufacturing enterprises (over
90%) was SMEs which employed less than 200 (ISMED,
1999). According to Thanee (2004), he concluded that Thai
SMEs were increased from 799,033 (1997) to 1,639,427
(2002) enterprises. They have played a major role in
developing Thai economy, social and employment
(Leenabanchong, 1997). The contribution of SMEs to the
overall economy has been growing. It is estimated that they
provide more than half of the total employment, more than
75% of industrial jobs and more than half of the nationsGDP (Simachokdee, 2001b). The ISMED (1999) concluded
that the contribution of SMEs to Thai economic development
was as follows;
- to create jobs
- to add value to products
- to earn foreign income from exports
- to be producers, replacing imported products
- to generate positive business experience for new
entrepreneur
- to be a subcontractor or link with large companies
- to be a source of labour skills development
The nature of Thai manufacturing SMEs was different to
that of the large Thai enterprises and may differ from SMEs
in other countries, but as a rule, most were seeking local
domestic markets not global markets, engaging relatively
higher skilled employees, using basic technology, had a top-
down management style, and senior/middle management
were employed with regard to their tangible/immediate ability
rather than their whole personality or potentiality (Umezawa
et al., 2000).
Compared with large enterprises, Thai manufacturing
SMEs products mostly are the result of labour-intensive
production not those based on high technology and
automation. They are however, more flexible in their
organisation and management than large organisationsbecause of their small vertical organisational structure
(Ghobadian and Gallear, 1996). No complex financial,
production or specialised management is needed, so they are
able to make rapid progress in achieving their goals once they
are committed (Sonthithai and Thavornbud, 2003). However,
they are largely unaware of the need to develop quality
management in their organisation (Simachokdee, 2001b).
Figure 1 below shows the difference of stages of development
in two firm sizes.
Stages of Development Manufacturing Sectors
R & D
Design/Engineering
Modification/AdaptationCopy/Basic Manufacturing
Figure 1: Stages of development of Thai manufacturers
Thai manufacturing SMEs problems are generated from
two main sources; the first is the Thai government. The
government units designed to assist the SMEs, but its slow
response when compared with other governments, in creating
appropriate legislation and establishing an Institute for SME
Development, affect the SMEs competitive chances
(Sakulsurarat, 2002); and the second problem for SMEs is
their internal management they have many internal
problems (FTI, 2001; DIP, 2003). From previous research,
the following figure was developed showing internal and
external problems of Thai manufacturing SMEs. Uncertainty
about external factors also contributed to the overall
difficulties. This interplay between these factors
(Buranajarukorn et al., 2003) is illustrated in Figure 2 below.
Figure 2: Internal and external problems of Thai
manufacturing SMEs
In addition, Milintasoot (2000) looked critically at the
problems of personnel management in Thai manufacturing
SMEs which seem to have been caused by the Eastern
management style. This was one in which there is a close
relationship between employer and employees. Employees
External Problems: Areas of UncertaintyManagement Innovations, Customer Needs, Supplier Capacity, Government
Support, IT, Technology changes etc.
Internal Problems
Problems inManagement control, Marketing, Production system, Personnel
management
Lack of Investment for HRM, R&D, Advanced technology,Continuous Improvement programme, Additional
infrastructure development, Management support development
Lack of Organisational Competitiveness
SME Organisation
SMEs
Large
Enterprises
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are treated as family members with the employer regards as
head of the family and in charge of all management decisions.
This has led to major problems whenever the scope of
management was expanded. It is especially noticeable in the
Human Resource Management area.
3. BUSINESS ENVIRONMENT CHANGES
The worldwide industry has been affected by the
increasing global competitiveness from international
corporations (Porter, 1990; Gadenin, 2000) and cheap labour
source countries (Dollar and Driemeier, 2000). Businesses
today cannot ignore the need to increase their performance
level if they are to succeed in global markets and to advance
to a World Class Manufacturing performance (Jarnchai et al.,
1997; Oakland, 2001). The two-side effects of global
competition on Thai manufacturing SMEs shows in Figure 3
below.
Figure 3: The two-side effects of global competition
The Thai government was committed by the agreements
to increase exports (APEC Secretariat, 1998) and abandon
protective tariffs by negotiating FTAs with other
governments i.e. U.S., Australia, China, India and Japan. It
was believed that the FTA principle was an effective catalyst
for improving competitiveness, promoting sustainable
economic growth and alleviating poverty (Secretariat of
WTO, 2003). The importance of FTAs to Thai industries was
the recognition that:- (1) FTAs will increase the number of
competitors from abroad into the Thai domestic market whichwas previously largely occupied by Thai manufacturers; (2)
FTAs will generate an opportunity for Thai manufacturers to
export products to international markets; and (3) FTAs will
force Thai manufacturers to upgrade their organisational
performance if they want to protect their share of domestic
and penetrate into international markets.
From a study of market positioning of exports in 1996
and 2000, Dhanani and Scholtes (2002) discovered that Thai
industries had decreased their share of world markets. Figure
4 below shows the current competitive situation which was
confronted by 71 Thai manufacturing SMEs. Most
percentages were in aggressive (54.93%) and moderate(35.21%) competitive situation, respectively. They were poor
performance in administrative and technology when
compared with their competitors.
0
5
10
15
20
25
30
35
40
45
None Little Moderate Aggressive
Number of enterprises
The Current Competitive S ituation
54.93%
35.21%
5.63%4.23%
Figure 4: The current competitive situation of Thai
manufacturing SMEs
The competitive situation has led to Thai manufacturing
SMEs being concerned about their problems and they need to
consider changing their ways of operating to attain a high
business performance. They need to realign manufacturing
strategies and integrate them with their capabilities,technology, human factors, management approaches,
organisational factors, and performance measurement.
4. QUALITY AS A BUSINESS STRATEGY
Quality is as important as low-cost and innovation
strategies (Hay, 1996), as a business strategy to win in an
aggressive market situation against a number of global
competitors. This also proved by a number of famous quality
Global competition
Positive effectsNegative effects
Increase in number of (potential)
competitors from abroad
Aggressive competitive situation
Readjustment of
administration and
product
characteristics
World Class
Performance
Unawareness of
competition and Lackof performance
improvement
Organisational
incompetence
Market Lost Market Win
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gurus (Deming, 1986; Juran, 1986; Crosby, 1979) that
successful manufacturers consider the implementation of
Quality Management (QM) as the essential part of their
business strategy.
However, the study found that most Thai SMEs
manufacturing strategies were focused on Cost rather thanQuality, Flexibility and Delivery (see Figure 5 below). The
results show that the Thai manufacturing SMEs preferred,
generally, to use an improved cost strategy to overcome
market resistance and refused to use Quality or some other
strategy.
84.51
49.3
32.3922.54
0
10
20
3040
50
60
70
80
90
Cost Quality Flexibility Delivery
%
Figure 5: Thai SMEs manufacturing strategies
Thai manufacturing SMEs need to become aware of the
advantages to be gained from initiating the development of a
QMS as their strategy. It can show the typical of development
of QMS in Figure 6 below.
Figure 6: Typical stages of development of QMS in Thai
manufacturing SMEs
Figure 6 above shows the typical stages of the
development of QMSs in Thai manufacturing SMEs to
compete in global markets. Market pressures have forced
enterprises to raise their quality standard to the minimum
necessary to obtain a Quality Certification. Mere Quality
Assurance (QA) is inadequate for coping with international
competition, TQM is necessary as a means of guarantee of
continual quality improvement. TQM also needs the efforts of
all employees to develop a better basic infrastructure.
5. APLLICATION OF TQM
Many QM approaches have been introduced in many
countries. In Thailand, there appears to be three main reasons
for their implementation;
(1) to use as a tool and techniques for improvement e.g.
QCs, SQC, 5S
(2) to obtain a Quality Certificate e.g. ISO 9000: 1994,
ISO 9000: 2000
(3) to achieve a Business Excellence approval e.g.
TQM, Six Sigma
Buranajarukorn et al. (2003) concluded the current
situation of quality management system (QMS) in Thai
manufacturing enterprises in Table 1 below.
Table 1: Current situation of QMS in Thai manufacturing
enterprises
QMS Number of enterprises Large SMEs
No system A great number -
ISO9000 Some
TQM A few number -
The implementation of QM in Thai manufacturing
SMEs has not made much progress because of internal
obstacles such as poor basic infrastructure, shortage of
resources, human resource issues etc.
This study found that most Thai manufacturing SMEs
preferred to implement a Continuous Improvement (CI)
propramme and Best Practice (GMP/HACCP). Half of the
surveyed enterprises had implemented SQC and QA
(ISO9000), but most had not implemented TQM. This result
is given in Figure 7 below.
32.4
38.03
49.3 50.7
69.0267.6
61.97
50.7 49.3
30.98
0
10
20
30
40
50
60
70
80
CI Bes t p ractic es SQC QA (ISO9000) TQM
Not implemented
Implemented
Perce ntage of companies
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Figure 7: Percentage of Thai manufacturing SMEs which
had and had not implemented QM
Most Thai manufacturing SMEs are interested in
implementing a QM programme (SQC, CI, QA, TQM and
Best Practices), but the percentage of Thai manufacturingSMEs which have fully implemented any QM is still less than
50%, especially TQM (5.63%). This may because only a few
employees understood the theory and practical application of
TQM (67.61%). The progressive status of implementation of
TQM in Thai manufacturing SMEs is given in Figure 8
below.
Figure 8: Progressive status and Stages of problem of
implementation of TQM in Thai manufacturing
SMEs
The results in Figure 8 above show that the successful
implementation of TQM was only 5.63%. There are three
stages of problems whenever implementing TQM in
organisation. These can conclude as follows;
Problem 1 (P1) = Management/Employees are
not interested in implementing TQM. Problem 2 (P2) = Management/Employees are
interested in implementing TQM, but they dont
know how to do it.
Problem 3 (P3) = Management/Employees do
not have someone/basic infrastructure to
help/support them to succeed in implementing
TQM.
\
The author suggests three strategies to deal with these
problems (see Figure 9 below).
Problems Strategies
Figure 9: The three strategies to deal with the problems of
implementation of TQM
6. ACHIEVEMENT OF TQA
Thailand as same as many countries, has established its
own Quality Awards named Thailand Quality Award (TQA).
It provides for self-assessment of the degree of the
performance excellence in the use of TQM. There are seven
criteria at the centre, these are: (1) Leadership; (2) Strategic
Planning; (3) Customer and Market Focus; (4) Information
and Analysis; (5) Human Resource Focus; (6) Process
Management and (7) Business Results
In this study, it can classify the achievement of Quality
Awards in Thai manufacturing SMEs into three levels. These
are shown in Table 2 below.
Table 2: The three levels of achievement of Quality Awards
in Thai manufacturing SMEs
Level %
No achievement (any Q award) 32.39%
Low achievement (only Local/National) 29.58%
High achievement (at least International) 38.03%
Total = 100%
Interested in TQM(61.97%)
Not interested in TQM(38.03%)
Not implementedT M 33.99%
ImplementedT M 27.98%
Fully ImplementedT M 5.63%
PartiallyImplemented
TQM (22.35%)
Problem
(P)
Success
P1
P2
P3
They are not
interested in TQM
They are interestedin TQM, but they
dont know how toimplement it
They dont havesomeone/basic
infrastructure tohelp/support them to
succeed in
implementing TQM
Change
management
Culture/ Attitude/
Awareness/ Mindset/
Behaviour
Training &
Education
Theory/ Practice/
Planning/ Programme/
Evaluation
Maintaining QA,
Expert assistance,
Self-assessment by
using Business
Excellence criteria
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From Table 2, it conclude that most Thai manufacturing
SMEs (61.97%) had never achieved any award or only
achieved a Local or National Quality Award. Only 38.03% of
enterprises had achieved International Quality Awards. The
achievement of an International Quality Award should bepromoted as necessary as well as the realization that they
need to develop their organisational performance to achieve
this award standard.
There are confusion between percentages of market
targets and level of achievement of Quality Award in Thai
manufacturing SMEs. The study found that most Thai
manufacturing SMEs sought a Quality Award for Domestic
rather than International markets, even if they focused more
on International markets (see Figure 10 below).
Figure 10: The significant difference of the percentage of
enterprises which focused on two markettargets and level of achievement of Quality
Awards for Domestic/International markets
Followed by seven criteria of TQA, the study shows that
approximately 50% of Thai manufacturing SMEs do not
achieve all the criteria and only 22.54% achieved the criteria
of Leadership, 19.72% achieved Strategic Planning, but only
4.23% achieved the criteria of Information and an analysis.
These results are given in Figure 11 below.
45.0742.25
36.62 36.62
22.5419.72
4.23
05
10
1520253035
404550
CustomerandMarketfocus
Processmanagement
HRfocus
Businessresults
Leadership
Strategicplanning
InformationandAnalysis
%
Figure 11: The Achievement of Criteria of TQA
6. PROBLEMS OF SME ORGANISATION
The problems in this study were grouped into two
areas; (1) by Resources and (2) by Operational tasks.Resource problems are related to operational task problems
and both problems effect on implementation of TQM. These
effects are shown in Figure 12 below.
Figure 12: Effects of two problem areas on implementing
TQM
This study shows the significant effects of two problem
areas on implementing TQM (see Figure 13 below). Most
Thai manufacturing SMEs (more than 70%) have occurred all
problems. These obstacles are needed to be eliminated in
order to optimise their use of resources in organisation and
work efficiently.
98.59
94.37 94.37
71.89
31.4325.37
13.45 17.65
0
10
20
30
40
50
60
70
80
90
100
Materials People Machines Money
%
95.77 95.77 94.3791.55
16.1813.24 13.43
20
0
10
20
30
40
50
60
70
80
90
100
Production Administration Maintenance Quality control
%
Focus on market targets
Achieving Quality Awards for
OperationalProblems
Production
Administration
Maintenance
Quality control
ResourceProblems
Material
People
Machine
Money
Problems of im lementin T M
% of enterprises % of frequent problems
(a) Resource Problems
(b) Operational task problems
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Figure 13: Percentage of (a) Resource problems occurred and
(b) Operational task problems occurred
7. THE SWOT ANALYSIS
The SWOT analysis is the method used for identifyingthe Strengths (S), Weaknesses (W), and examining the
Opportunities (O) and Threats (T) to Thai manufacturing
SMEs. There are two-side effects on organisational
performance; positive (+) and negative (-). They are
illustrated in Figure 14 below.
Figure 14: Strengths (S), Weaknesses (W), Opportunities
(O), and Threats (T) on Organisational
performance in Thai manufacturing SMEs
In this study, the many issues under these categories
uncovered by the SWOT analysis are summarised as follows;
Strengths
Characteristics of selected companies
Market focus
Organisational Structure
Interest in QM Implementation
Awareness of benefits of QM implementation
Level of readiness of organisation for development of
Business performance to achieve competitiveness
Some organisational aspects e.g. Work satisfaction, Gender
equity and opportunity, Autonomous Work (Self-
directing)/Work freedom, Trust, Leadership, Employment
relation, Quality awareness, Work
commitment/participation, Morale, Quality of working
conditions/Job security/Well-being Methods for solving quality problems
Interest in government assistance
Requirement of improving skills for front-line operators
Weaknesses
Management styles
Focus of manufacturing strategy
Quality awards entries and its achievement
Implementation of any QM
Number of person who were knowledgeable about TQM
Achievement of criteria of TQA
Internal problems (Resources & Operational tasks) Some organisational aspects e.g. Continuous learning,
Work cooperation/Teamwork, Long term goals,
Continuous improvement mindset, Scientific decision
making methods, Linkage between employees and
organisation goals
Strategic human resource planning
Training in QM courses
Policy deployment
Document management systems
Performance management and Leadership systems
Improvement programmes and utilisation of the
improvement tools and techniques
Involving in government assistance programmes
Opportunities
Increase of International markets
Establishment of TQA
Government assistance programmes
Many QM practices and Improvement tools and techniques
were introduced in Thailand
Government policy and provision of government assistance
programmes
Threats
Increase of the competitive situation in both domestic andinternational markets
FTAs
Higher customer expectation of quality of products
Requirement of QA and QM programmes
Need to achieve Quality Awards
Lack of investment in modern technology and need to
focus on human capability
8. GOVERNMENT ASSISTANCE
Where;
Internal factors; S = Strength (+)W = Weakness (-)
External factors; O = Opportunity (+)
T = Threat (-)
S(+)
S(+)
W(-)
S(+)
S (+)
S(+)
S(+)
W(-)
W(-)
W(-)
W(-)W(-)
Organisational
performance
S(+)
W(-)
O(+)O(+)
O(+)
O(+)
O(+) O(+)
O(+)
O (+)
O(+)
T(-) T(-)T(-)
T(-)
T(-)
T(-)
T(-)
T(-)
Thai manufacturing
SMEs
Business environment
Negative effects Positive effects
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Government recognised that SMEs are the main source
of the Thai economic growth and their success is needed to
sustain Thai competitiveness, quality growth, and lasting
properity (Phoosuphanusorn and Treerapongpichit, 2002).
The strategy used to increase the quality and productivity ofproducts is the utilisation of technological and managerial
innovation, especially human resource development. This
strategy aimed to encourage entrepreneurs, both existing and
new, to develop their skills and the capabilities of their
employees (ISMED, 1999).
The Thai government provided two master plans for
helping SMEs, one short, the other long term. The short-plan
focused on solving financial problems in SMEs such as
liquidity which appeared after the Asian economic crisis
(1997) by providing investment capital for increasing the
SMEs competitiveness. The long-term plan was to improve
SME performances in order to obtain sustainable growth inthe global market. This included legislation to assist SMEs,
the establishment of an Institute for SME Development and
government support for SME development programmes
generally. The support programmes included consulting,
training and providing seminars, market promotion, funding,
and information services (Soontorncharernnon, 1997).
Although the government has provided many assistance
programmes for developing Thai manufacturing SMEs
organisational performance, these programmes seemed to be
unproductive. Simachokdee (2001a) criticised the problems
of Thai manufacturing SMEs into two issues; the internal
problems of Thai manufacturing SMEs and the accessibility
of government services. Figure 15 below shows that there
was a gap between government support and SME needs for
assistance. Most SMEs cannot access to government
information and some deny their involvement in a
programme. The government needs to broadly promote an
assistance programme, develops a new programme whichrelates to the SME needs (S1) and encourages SMEs
entrepreneur to participate in government assistance
programmes (S2).
Figure 15: Gap - Government support and SME Needs
From the results of this study, it found that
approximately 67.61% of Thai manufacturing SMEs had
experienced some government assistance. It should be noted
that less than 40% of the services on government offer were
taken up. The most used of the government assistance
programmes are training of entrepreneurs (39.44%) andattendance at courses on the Quality Certificate requirements
(30.99%). However, there are some other services used by
less than 10% of companies. These included Testing and
Evaluating of Products, Infrastructure, Marketing, Financial
Loan, Training in Financial Analysis, Taxation, and
information Technology (see Figure 16 below).
9.86
9.86
8.45
8.45
8.45
7.04
2.82
0 2 4 6 8 10 12
Testing & Evaluating of products
Infrastructure
Marketing
Financial loan
Training in financial analysis
Texation
Information technology
%
Figure 16: Experiences with government assistance
programmes less than 10% of enterprises
The government needed to be clearly aware of the needs
of Thai manufacturing SME and provide strategies, vision
and mission statements for implementing its assistance
policies. Alone, Thai manufacturing SMEs, cannot develop
their organisational performance, they need to develop
linkages between their business partner in order to gain
business information and assistance programmes from asmany sources as possible.
9. MODEL DEVELOPMENT
This study developed three sub-models; (1) Model of
Problems in Thai manufacturing SMEs, (2) the Model of
Government Assistance and (3) the Model of Developing
TQM. The model is illustrated in Figure 17.
Government
units SMEs
Businessinformation
Government
assistance
OverlapGovernment support SME needs
Increasing
organisational
performance
Gap
Gap
S1
S2
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Model of Problems in Thai manufacturing SMEs
Quality Practices
Management Functions
and Operational TasksHuman Resources
Basic Infrastructure and
Or anisational As ects
Related problems
Model of Government Assistance
Model of Developing a Quality Management System
Strategy1: Communication, Information, and Education
Strategy2: Provision of Effective SME Development programmes
Strategy3: Improvement of Work Systems
Strategy4: Establishment of Basic Infrastructure
Strategy5: Development of Quality Management Systems - TQM
To Establish
Or anisational Infrastructure
To Develop
Or anisational Culture
To Develop
Human Resources
Level 0: No QMS
Level 1: QMS, No Q Cer.
Level 2: QMS, No Q Cer.,Partial TQM
Level 3: QMS, Q Cer.
Level 4: QMS, Q Cer.,
Partial TQM
Level 5: QMS, Q Certification, Full implementation of TQM
QMSDe
velopment
The government clearly understands Thai manufacturing SME needs to develop
QMS in order to increase Organisational performance and competitiveness
The government implements its policies and strategies effectively and develops
programmes continuously for assisting Thai manufacturing SMEs
Thai manufacturing
SMEs realise theirinternal problems
and have an effort
for developing the
Human Aspects in
implementing QMS
HRDevelopment
Self-assessment from
TQA
Ineffective QMS
Feedback
P D
A C
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Figure 17: The Relationship of three sub-models: Problems, Government Assistance, and Developing TQM
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ACKNOWLEDGEMENT
I would like to express my sincere and grateful thanks to
Assoc. Prof. Peter Gibson and Prof. Guenter Arndt, for
their imparted knowledge, kind assistance, useful advice
and valuable comments. On a personal note, the most
important thanks to my family members for support and
morale.
AUTHOR BIOGRAPHIES
Panu Buranajarukorn is a Lecturer in Department of
Industrial Engineering, Faculty of Engineering, Naresuan
University, Phitsanulok, Thailand. He received a M.Eng.
(Industrial Engineering) from Department of Industrial
Engineering, Faculty of Engineeering, Chulalongkorn
Univeristy in 1997. His thesis is in Ergonomics field,
named Effects of Heat Load on Physical Fatigue at
Work, supervised by Professor Dr. Kitti Intranont. Now,
he has submitted Ph.D thesis of Engineering
Manufacturing field. He focused on Implementation of
Total Quality Management (TQM) in Thai
manufacturing SMEs, supervised by Associate ProfessorPeter Gibson and Professor Guenter Arndt at School of
Mechanical, Materials and Mechatronic Engineering,
University of Wollongong, Australia. Now, he is waiting
for the result of thesis. His teaching and research
interests include Ergonomics, Safety, Engineering
Management and Quality Management, especially TQM.
His email address is or
Peter Gibson is an Associate Professor in School of
Mechanical, Materials and Mechatronic Engineering,
University of Wollongong, Australia. He has 29
publications which emphasised Supply Chain
Management, Business Management, Information
Technology, Quality Management, SME Management
and E-commerce. His research has focused on Supply
Chain Management. Now, he is the Director of Studies
Postgraduate Coursework in Faculty of Engineering,
University of Wollongong, Australia. His email address
is
Guenter Arndtis Honorary Professor of Manufacturing
Engineering in the School of Mechanical, Materials and
Mechatronic Engineering, University of Wollongong,
Australia. He has a very distinguished international
career in Manufacturing research, specialising in Total
Quality Management (TQM), Japanese Management,
Continuous Improvement programmes, Total Productive
Maintenance (TPM), Manufacturing Management,
Systems and Strategy, Just-in-Time (JIT) and theirapplication in Developing Countries. His email address
is
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