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MO
HA
MM
ED A
HM
ED A
L-SHA
RA
FI M
aster of Business A
dministration
20
09
THE POSSIBILITY OF APPLYING TOTAL
QUALITY MANAGEMENT (TQM) ON
HIGHER EDUCATION INSTITUTIONS IN
YEMEN
BY
MOHAMMED AHMED AL-SHARAFI
SUPERVISED BY
Dr AHMAD MOHAMMED AL-SHAMI
Professor of Business Management Dept of Business Admin
Sanaa University
OPEN UNIVERSITY MALAYSIA
2009
The possibility of applying Total Quality Management TQM) on
Higher Education Institutions in Yemen
Prepared by
Mohammed Ahmed Al-Sharafi
Supervised by
Dr Ahmad Mohammed Al-Shami
Professor of Business Management Dept of Business Admin
Sanaa University
Project Paper Submitted as Partial Requirements for obtaining Master Degree in
Business Administration
2009
II
Abstract
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations
TQM was implemented in many companies and organizations and
become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy
belief that the management process must focus on integrating customer-
driven quality throughout the organization asking for being special
listening for customers needs because customer is the center of the
organization thought
This study aimed to determine the possibility of applying TQM systems or
concepts in higher education institu tions in Yemen through studying the
existence of the requirements within the higher education institu tions and
recommending the necessary steps that shall be done by the higher
education leadership to meet the TQM requirements
The researcher designed questionnaire as instruments of collecting data in
addition to secondary data
III
The main find ing of the research is that the level of awareness about TQM
concept among the higher education institutions staff and administrations
is Low And the applying chances level for TQM requirements is Average
according to our study samples answers
Upon the finding the researcher recommend that
YHEI should give more attention to create the appropriate
environment to applied TQM system start a stud ied procedures
which came from a scientific research and learn from other
successful experiences in TQM in Higher Education like Malaysia
experience
YHEI should develop the Awareness about TQM among their
staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher
Education Institutions
Top management in MHESR and Yemeni universities should have
a clear vision about development and modernization process they
have to believe that everyone in staff is responsible for the quality
of service that offered to society Supporting and encouraging any
efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues
auditing system to improve and develop its services And they
should rely on an obvious plan that follow-up and assess all
IV
management and academic process with regularly evaluating to be
sure of its suitability
YHEI should have an updated websites and using new software to
carry out its d ifferent tasks with a new computes machines and
labs
YHEI should have a flexible organizational chart that can be
modified to adapt TQM system a clear mechanism that defined the
internal and external relationships a clear amp obvious employeess
job descriptions and tasks
Top management of YHEI should encourage the innovation in
management and academic processes design training programs
accord ing to the necessity and specialty of HR and realize that
training is one of the important elements in continues improvement
process Also YHEI should have a strict standards to hire Academic
amp Admin staff specially in the universities without any
circumlocution
YHEIs management should build the objectives of quality
improvement operation accord ing to stockholders (Society amp
students) needs and expectations Also they should arrange the
effective mechanisms which insure meeting stockholders needs in
the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a
V
responsible about improving and supervising all procedures in
order to apply TQM requirements in YHEI And in universities we
suggest that to add TQM job to the University Dean Assistant for
Academic Affairs
YHEI have to increase the level of female share among
management staff
YHEI should improve the life level of its staff in order to obtain the
job satisfaction which help to improve the general performance
VI
Dedication
I dedicate this thesis to my family parents sister wife and daughters
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
The possibility of applying Total Quality Management TQM) on
Higher Education Institutions in Yemen
Prepared by
Mohammed Ahmed Al-Sharafi
Supervised by
Dr Ahmad Mohammed Al-Shami
Professor of Business Management Dept of Business Admin
Sanaa University
Project Paper Submitted as Partial Requirements for obtaining Master Degree in
Business Administration
2009
II
Abstract
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations
TQM was implemented in many companies and organizations and
become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy
belief that the management process must focus on integrating customer-
driven quality throughout the organization asking for being special
listening for customers needs because customer is the center of the
organization thought
This study aimed to determine the possibility of applying TQM systems or
concepts in higher education institu tions in Yemen through studying the
existence of the requirements within the higher education institu tions and
recommending the necessary steps that shall be done by the higher
education leadership to meet the TQM requirements
The researcher designed questionnaire as instruments of collecting data in
addition to secondary data
III
The main find ing of the research is that the level of awareness about TQM
concept among the higher education institutions staff and administrations
is Low And the applying chances level for TQM requirements is Average
according to our study samples answers
Upon the finding the researcher recommend that
YHEI should give more attention to create the appropriate
environment to applied TQM system start a stud ied procedures
which came from a scientific research and learn from other
successful experiences in TQM in Higher Education like Malaysia
experience
YHEI should develop the Awareness about TQM among their
staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher
Education Institutions
Top management in MHESR and Yemeni universities should have
a clear vision about development and modernization process they
have to believe that everyone in staff is responsible for the quality
of service that offered to society Supporting and encouraging any
efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues
auditing system to improve and develop its services And they
should rely on an obvious plan that follow-up and assess all
IV
management and academic process with regularly evaluating to be
sure of its suitability
YHEI should have an updated websites and using new software to
carry out its d ifferent tasks with a new computes machines and
labs
YHEI should have a flexible organizational chart that can be
modified to adapt TQM system a clear mechanism that defined the
internal and external relationships a clear amp obvious employeess
job descriptions and tasks
Top management of YHEI should encourage the innovation in
management and academic processes design training programs
accord ing to the necessity and specialty of HR and realize that
training is one of the important elements in continues improvement
process Also YHEI should have a strict standards to hire Academic
amp Admin staff specially in the universities without any
circumlocution
YHEIs management should build the objectives of quality
improvement operation accord ing to stockholders (Society amp
students) needs and expectations Also they should arrange the
effective mechanisms which insure meeting stockholders needs in
the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a
V
responsible about improving and supervising all procedures in
order to apply TQM requirements in YHEI And in universities we
suggest that to add TQM job to the University Dean Assistant for
Academic Affairs
YHEI have to increase the level of female share among
management staff
YHEI should improve the life level of its staff in order to obtain the
job satisfaction which help to improve the general performance
VI
Dedication
I dedicate this thesis to my family parents sister wife and daughters
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
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84
90
96
96
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97
98
98
99
100
100
105
105
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109
110
111
112
113
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128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
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-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
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Washington DC The George Washington University MIT-CAES
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- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
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- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
II
Abstract
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations
TQM was implemented in many companies and organizations and
become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy
belief that the management process must focus on integrating customer-
driven quality throughout the organization asking for being special
listening for customers needs because customer is the center of the
organization thought
This study aimed to determine the possibility of applying TQM systems or
concepts in higher education institu tions in Yemen through studying the
existence of the requirements within the higher education institu tions and
recommending the necessary steps that shall be done by the higher
education leadership to meet the TQM requirements
The researcher designed questionnaire as instruments of collecting data in
addition to secondary data
III
The main find ing of the research is that the level of awareness about TQM
concept among the higher education institutions staff and administrations
is Low And the applying chances level for TQM requirements is Average
according to our study samples answers
Upon the finding the researcher recommend that
YHEI should give more attention to create the appropriate
environment to applied TQM system start a stud ied procedures
which came from a scientific research and learn from other
successful experiences in TQM in Higher Education like Malaysia
experience
YHEI should develop the Awareness about TQM among their
staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher
Education Institutions
Top management in MHESR and Yemeni universities should have
a clear vision about development and modernization process they
have to believe that everyone in staff is responsible for the quality
of service that offered to society Supporting and encouraging any
efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues
auditing system to improve and develop its services And they
should rely on an obvious plan that follow-up and assess all
IV
management and academic process with regularly evaluating to be
sure of its suitability
YHEI should have an updated websites and using new software to
carry out its d ifferent tasks with a new computes machines and
labs
YHEI should have a flexible organizational chart that can be
modified to adapt TQM system a clear mechanism that defined the
internal and external relationships a clear amp obvious employeess
job descriptions and tasks
Top management of YHEI should encourage the innovation in
management and academic processes design training programs
accord ing to the necessity and specialty of HR and realize that
training is one of the important elements in continues improvement
process Also YHEI should have a strict standards to hire Academic
amp Admin staff specially in the universities without any
circumlocution
YHEIs management should build the objectives of quality
improvement operation accord ing to stockholders (Society amp
students) needs and expectations Also they should arrange the
effective mechanisms which insure meeting stockholders needs in
the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a
V
responsible about improving and supervising all procedures in
order to apply TQM requirements in YHEI And in universities we
suggest that to add TQM job to the University Dean Assistant for
Academic Affairs
YHEI have to increase the level of female share among
management staff
YHEI should improve the life level of its staff in order to obtain the
job satisfaction which help to improve the general performance
VI
Dedication
I dedicate this thesis to my family parents sister wife and daughters
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
III
The main find ing of the research is that the level of awareness about TQM
concept among the higher education institutions staff and administrations
is Low And the applying chances level for TQM requirements is Average
according to our study samples answers
Upon the finding the researcher recommend that
YHEI should give more attention to create the appropriate
environment to applied TQM system start a stud ied procedures
which came from a scientific research and learn from other
successful experiences in TQM in Higher Education like Malaysia
experience
YHEI should develop the Awareness about TQM among their
staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher
Education Institutions
Top management in MHESR and Yemeni universities should have
a clear vision about development and modernization process they
have to believe that everyone in staff is responsible for the quality
of service that offered to society Supporting and encouraging any
efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues
auditing system to improve and develop its services And they
should rely on an obvious plan that follow-up and assess all
IV
management and academic process with regularly evaluating to be
sure of its suitability
YHEI should have an updated websites and using new software to
carry out its d ifferent tasks with a new computes machines and
labs
YHEI should have a flexible organizational chart that can be
modified to adapt TQM system a clear mechanism that defined the
internal and external relationships a clear amp obvious employeess
job descriptions and tasks
Top management of YHEI should encourage the innovation in
management and academic processes design training programs
accord ing to the necessity and specialty of HR and realize that
training is one of the important elements in continues improvement
process Also YHEI should have a strict standards to hire Academic
amp Admin staff specially in the universities without any
circumlocution
YHEIs management should build the objectives of quality
improvement operation accord ing to stockholders (Society amp
students) needs and expectations Also they should arrange the
effective mechanisms which insure meeting stockholders needs in
the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a
V
responsible about improving and supervising all procedures in
order to apply TQM requirements in YHEI And in universities we
suggest that to add TQM job to the University Dean Assistant for
Academic Affairs
YHEI have to increase the level of female share among
management staff
YHEI should improve the life level of its staff in order to obtain the
job satisfaction which help to improve the general performance
VI
Dedication
I dedicate this thesis to my family parents sister wife and daughters
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
IV
management and academic process with regularly evaluating to be
sure of its suitability
YHEI should have an updated websites and using new software to
carry out its d ifferent tasks with a new computes machines and
labs
YHEI should have a flexible organizational chart that can be
modified to adapt TQM system a clear mechanism that defined the
internal and external relationships a clear amp obvious employeess
job descriptions and tasks
Top management of YHEI should encourage the innovation in
management and academic processes design training programs
accord ing to the necessity and specialty of HR and realize that
training is one of the important elements in continues improvement
process Also YHEI should have a strict standards to hire Academic
amp Admin staff specially in the universities without any
circumlocution
YHEIs management should build the objectives of quality
improvement operation accord ing to stockholders (Society amp
students) needs and expectations Also they should arrange the
effective mechanisms which insure meeting stockholders needs in
the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a
V
responsible about improving and supervising all procedures in
order to apply TQM requirements in YHEI And in universities we
suggest that to add TQM job to the University Dean Assistant for
Academic Affairs
YHEI have to increase the level of female share among
management staff
YHEI should improve the life level of its staff in order to obtain the
job satisfaction which help to improve the general performance
VI
Dedication
I dedicate this thesis to my family parents sister wife and daughters
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
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Arabic Books
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Studies
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Unpublished Masters and PhD thesis
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- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
V
responsible about improving and supervising all procedures in
order to apply TQM requirements in YHEI And in universities we
suggest that to add TQM job to the University Dean Assistant for
Academic Affairs
YHEI have to increase the level of female share among
management staff
YHEI should improve the life level of its staff in order to obtain the
job satisfaction which help to improve the general performance
VI
Dedication
I dedicate this thesis to my family parents sister wife and daughters
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
VI
Dedication
I dedicate this thesis to my family parents sister wife and daughters
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
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128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
IV
Acknowledgments
I would like to specially thank Prof Abdulaziz Al-Maqaleh for supporting me
on all my study levels
To my family thank you very much to helping me on this work
My friends Abdulgani Iryani Dr Samier Al-Abdaly Tareq Al-Rady Amar
Iryani Murad Zafer Dr Christopher Edenis Bushra Eshaq Said Al-Shadady Dr
Ali Barajaa Eihab Al-Kaibah Oday Motawkel Shaif Al-hakemy (statistical man)
and all friend whom I forget
Also I would like to thanks Mr Abdulla Al-Sharafi the librarian man in (YCSR)
how give me some books about my subject
Also I would like to thanks my classmates Abdullatif Almohya Mohammed
Alsalol Abdulsalam Alsalami and Adel Qaid Alsalhi And my coworkers
Abdulla Jaber amp Mohammed Al-mahfady
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
VI
Declaration
Name Mohammed Ahmed Husein Al-Sharafi
Metric Number
ICID NO 200610848
I hereby declare that this project paper is the result of my own work
except for quotations and summaries which have been duly
acknowledged
Signature _____________________ Date ____________________
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
VII
APPROVAL
Project Paper Title THE POSSIBILITY OF APPLYING TOTAL QUALITY
MANAGEMENT (TQM) ON HIGHER EDUCATION INSTITUTIONS IN YEMEN
Name of Student MOHAMMED AHMED HUSEIN AL-SHARAFI
Metric No
Director
Centre for Graduate Studies
Open University Malaysia
Dear Sir
Attached are the following documents for your evaluation and approval
Chapter 1 Introduction
Chapter 2 Literature Review
Chapter 3 Research Methodology
Chapter 4 Data Analysis and Results
Chapter 5 Discussion and Implications
Chapter 6 Conclusion and Recommendations
I have thoroughly checked my work and I am confident that it is free from major
grammatical errors weaknesses in sentence constructions spelling mistakes referencing
mistakes and others I have checked with the CGS Guideline for Writing Project Papers
and I am satisfied that my project paper proposal satisfies most of its requirements
Thank You
Student s Signature __________________________
I certified that this research paper entitled The possibility of applying Total Quality
Management TQM) on Higher Education Institu tions in Yemen submitted to Open
University as partial requirement for the award of Master Degree in Business
Administration is a record of genuine done by mr Mohammed Ahmed Al-Sharafi under
my guidance and supervision
It is to large extend free from major grammatical and errors All references taken from
various sources was acknowledged by him
Dr Ahmed Mohammed Al-Shami __________________________
OPEN UNIVERSITY MALASIA
CENTRE FOR GRADUATE STUDIES
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
VIII
Table of Contents
Topic Pages
Abstract
Dedication
Acknowledgement
Declaration
Approval
List of Figures
List of Tables
1Introduction
11- Study Background
12- Research Problems
13- Questions of the problem
14- Study Objectives
15- Study Significance
16- Study Methodology
17- Study Population
18- Study Sample
19- Data Collection
110- Analysis of Data
111- Limitation of Study
112- Definition of Terms
2TQM a Literature Review
21- Defining the concept of quality
22- The development steps of quality concept
221- Examination and investigation stage
222- Quality control stage
223- Quality assurance stage
II
VI
IV
VI
VII
XI
XII
16
17
20
23
23
24
25
26
26
27
27
27
28
31
31
34
35
35
36
IX
224- Quality management stage
225- Total Quality Management stage
23- The fulfillments of big four (Deming Juran Crosby Ishikawa) amp others
23l- W Edwards Deming
232- Joseph Juran
233- Philip B Crosby
234- Kaoru Ishikawa
235- Other TQM Experts
24- Objects or targets of Total Quality Management (TQM)
25- Principals of Total Quality Management(TQM)
251- Satisfying the customer
252- Satisfy the supplier
253-Continuous improvement
26- The concept of service quality
261- Defining the service
262- Measuring service quality
27- The requirements of TQM
271- Top management commitment
272- Continues improvement
273- New equipments and high technology
274- Efficient organizational style systems
275- Human resources
276- Customer focus
28- The new trends and models of TQM
281- Six sigma
282- Knowledge management strategy
283- Open management systems
284- Electronic management
285- Social trends
286- Model of EFQM
287- ISO 9000
37
37
38
39
42
47
50
51
53
57
58
59
60
60
61
63
65
66
66
67
68
68
69
69
70
71
76
77
78
78
79
X
29- The important of applying TQM in higher education institutions
210-TQM in Yemeni Higher Education Institutions
211-The previous studies
2111- Yemeni and Arabic studies
2112- International studies
3 Research Methodology
31- Research design
32- Population and sampling procedure
33- Instrumentation
34- Data Collection procedures
35- Questionnaire reliability
36- Data analysis
4 Data Analysis and Results
41- The study samples properties results
42- The Finding
421- The level of Awareness of TQM results
422- 1st requirement Top management commitment results
423- 2nd requirement continues improvement results
424- 3rd requirement New Equipments and High technology results
425- 4th requirement efficient organizational style systems results
426- 5th requirement Human Resources results
427- 6th requirement Customer Focus (Stockholders needs) results
428- order of TQM requirement
5Discussion and Implications
6Conclusion and Recommendations
7 References
8- Appendixes
80
82
84
84
90
96
96
97
97
98
98
99
100
100
105
105
107
108
109
110
111
112
113
118
121
123
128
XI
List of Figures
Figure (1) Graphical definition of Quality page 34
Figure ( 2 ) Pareto chart Page 45
Figure (3) Ishikawa diagram Page 51
Figure (4) the interaction chain (Deming 1982) Page 54
Figure ( 5 ) TQM consist of values methodologies and tools Page 65
Figure (6)Six Sigma Page 71
Figure (7) Knowledge Management Components and sub-elements Page 75
XII
List of Tables
Table (11) comparing between number of students that enrolled in the public
universities 20062007 amp 20072008 Page 17
Table (41) the extent of low and high Mean limits Page 100
Table (42) Number of Questionnaires in every University Page 101
Table (43) Gender of the study sample page 101
Table (44) Age of the study sample page 102
Table (45) The Education qualification of the study sample page 102
Table (46) The Specific qualification of the study sample page 103
Table (47) The Years of services of the study sample page 103
Table (48) The Current position of the study sample page 104
Table (49) The study sample answers analyses about Awareness about TQM
page 105
Table (410) The study sample answers analyses about the 1st requirement Top
management commitment Page 107
Table (411) The study sample answers analyses about the 2nd requirement
continues improvement page 108
Table (412) The study sample answers analyses about the 3rd requirement New
Equipments and High technology Page 109
XIII
Table (413) The study sample answers analyses about the 4th requirement
efficient organizational style systems Page 110
Table (414) The study sample answers analyses about the 5th requirement
Human Resources page 111
Table (415) The study sample answers analyses about the 6th requirement
Customer Focus (Stockholders needs) Page 112
Table (416) The order of TQM requirements according to the mean Page 113
Table (417) One Way ANOVA analyses about differences according to serves
years Page 114
Table (418) One Way ANOVA analyses about differences according to current
position Page 116
1 Introduction
Total Quality Management (TQM) is one of the important outputs of the
development in management thought in our world today It is one of the
contemporary methods that were implemented in both private and public
organizations and it achieved a great influence in improving the overall
performance of organizations TQM also applied in Higher Education Institutions
and it made a great improvement on it
TQM was implemented in many companies and organizations and become one of
the important contemporary concepts that made a revolutionary development in
the world of management Its philosophy belief that the management process must
focus on integrating customer-driven quality throughout the organization asking
for being special listening for customers needs because customer is the center of
the organization thought
This chapter will start with a presentation of a historical background of higher
education sector in Yemen and some highlights of Total Quality Management
TQM and this presentation will lead to highlight the research problem objectives
of this study and its significance The methodology of the study will be followed
by identifying the population target study sample data collection data analysis
limitation of study and finally the definition of terms
11- Study Background
The history of high education sector in Yemen is not that long In 1970 Sanaa
university and Aden university were established by three colleges only (education
and low colleges in Sanaa university and high education college in Aden
university) During the 1970s and 1980s those two universities had been
continued to add and develop new faculties
After the unification of Yemen in May 1990 The Ministry of Higher Education
was established to supervise higher-education institutions and draw the main
policies Public universities had been increased to 7 universities and private
sectors were entered into the competition with 14 universities up until now
(MHESR Achievement Report 2007)
Name of the university 20062007 20072008
Sanaa University 87660 97146
Aden University 27957 27867
Taiz University 23238 24114
Dhamar University 12340 12408
Al-Huodidah University 10700 14544
Ibb University 8524 10270
Hadramot University 7674 7674
TOTAL 178093 194023
Table 11 c omparing between number of students tha t enrolled in the public universities 20062007 amp 20072008
Source Ac hievement Report 2007 amp 2008 work p lan Ministry of Higher Education amp Scientific Research
The quality of higher-education institutions became a critical subject specially
when the number of students got more than those in Yemen s public universities
(194023 students in 20072008) (see Table 11) according to that we can see the
necessity of having or applying the concepts of Total Quality Management in
order to manage that superior number of student improving the services offered
by universities and other higher-education institutions developing the methods of
studies in order to provide a good education high-standard knowledge that gives
graduates the ability to perform perfectly and achieve goals in real life
In his book Implementing Total Quality Management
in Higher Education
Cornesky Robert (1991) pointed out the cost of higher education increases
significantly with poor management So these institutions search for a philosophy
like TQM to improve its management skills
The number of higher-education institutions around the world applying Total
Quality Management TQM concept was increasing in the last few years for its
effective change and sustained competitive advantage (Jashim Uddin Ahmed
2008)
Lately new national arrangements had been added to the evaluation of quality of
higher-education systems in different countries Those arrangements became an
important part in the critical change that happened inside the higher education
institutions (Brennan amp Shah 2000) And Total Quality Management TQM is one
of those contemporary methods that were implemented in both private and public
sectors and it achieved a great influence to improve the performance
Total Quality Management TQM became one of the important outputs of the
development in management all over the world today After the Second World
War TQM was implemented in many companies which scored later greater
objectives and it become one of the important contemporary concepts that made a
revolutionary development in the world of management Its philosophy believes
that the management process must focus on integrating customer-driven quality
throughout the organization asking for being special listening for customers
needs because customer is the center of the organization thought
Superior development on the new world during the last century with modern
technology Internet globalization economic groups hard competition and
economic hegemony these were factors that made and developed the concept of
Total Quality Management TQM in private and public organizations around the
word
Like public sectors higher education was not away from changes the same
factors force public sector to work hard improving its performance in controlling
economic development creating an appropriate environment in markets for
government and privet projects Public sector is also involved in the achievement
of social development in countries So public sector in general and higher-
education institutions in particular should give up the bureaucratic way in its work
and attempt improving performance one of the ways -unless the most important-
is applying the concepts of Total Quality Management TQM
TQM is the appropriate management entrance for building an effective
government management which is able to acting well in its responsibilities and
new development missions in education health low and all of its services The
concept of TQM became acceptable and convenient to apply in the real world in
order to target a great change in all management system elements both in public
and private sectors using available recourses to achieve a good position specially
in changing markets
Based on the above discussion about the importance of applying TQM in higher-
education institutions in Yemen to improve its quality and performance this study
will search and illustrate the possibility of applying Total Quality Management
(TQM) on Higher-Education Institutions in Yemen
12- Research Problem
There are great changes superior events and no limit of speed in our world today
particularly with high communication technology like international nets and
internet And we are a part of this small world if we dont catch up with new
events and update our knowledge we will not be capable to success in our works
business organizations or universities
Higher education institutions like universities high colleges and research centers
are the factories of the society power and we mean here the power of knowledge
And if those institutions are unable to perform their functions very well that will
lead to a poor performance on the development process in Yemen TQM is one of
the concepts that will help higher education institutions in Yemen further focus on
its functions
Although the Yemeni education institutions witnessed a huge increases in the
number of students and organizations during the past decades but this increases
did not meet improvement in the quality of its outputs Most of higher education
institutions remained traditional and bureaucratic systems In its philosophy
objectives management structures and systems are unable to respond to
contemporary changes As a result many of HEI were criticized by several
researchers academies education scholars thinkers political parties NGOs and
international agencies for its weaknesses
Currently HEI are facing several problems These problems could be summarized
in the following
- Unable to absorb the increased demand of students who want to enroll in higher
education institutions
- Imbalance between the annual increase of students number and the quality of
programs and outputs
- Similarity of annual plans programs specializations admission policies
appointments promotion of teaching staff finance and administration
- Imbalance between HEIs outputs and market needs of human resources
- Increased costs per students
These problems and more impose necessity of total changes of all higher
education institutions aspects include mission philosophy objectives structures
policies procedures curriculums facultys financial administrative systems
Changes can have positive effects on the entire institutions One of the most
popular efforts methods which proved rapid developments and huge
improvements in the quality of HEI services and productivity is implementing
Total Quality Management (TQM) concepts
Most of developed and undeveloped countries such as USA UK Malaysia and
some other countries implemented TQM and achieve rapid advances in improving
operations procedures management process and delivered excellent services The
same will be true in Yemeni higher education services if TQM is implemented in
all HEI and improve all of their aspects facilities curriculums procedures
process objectives and management systems
This study will investigate the possibility of implementing TQM in public higher
education institutions The maine question of the problem is What is the
possibility of applying TQM in higher education institutions in YEMEN
13- Questions of the problem
To be able to achieve this purpose the research questions below will be asked and
investigated
- What level of awareness among YHEIs leadership of Total Quality
Management
- Are the top management in the Yemeni higher education institutions really
committed to applying TQM concepts
- Are there an effective mechanism for a continues improvement process in
Yemeni higher education institutions
- Are there sufficient equipments and technological tools in the YHEI
- What is current charts and management system
- Are there appropriate human resources system and policies
- Are the YHEI concern about their stockholders ( students society )
14- Study Objectives
The main aim of this study is to determine the possibility of applying Total
Quality Management (TQM) in Higher-Education Institutions in Yemen To
obtain this goal there are several objectives that study should achieve like
- Identifying the importance of TQM for the quality of higher education services
- Identifying the level of awareness and consciousness of TQM concept among
the higher education institutions staff and administrations
- Identifying the possibility of applying TQM in higher education institutions
through studying the available requirements of the concepts within HEI
- Bringing out some recommendations in the light of the finding
15- Significance of Study
The important of this study came from that it is considered as one of the first
topics in the contemporary researches and it will represent a valuable addition to
the cumulative knowledge in the areas of TQM Also It will provide an important
information to Yemeni higher education institutions regarding the weaknesses and
strengths points in the TQM elements
Although the important of this study came from the essential need of improving
quality management in Yemeni higher education sector World Bank and other
international organizations keep asking undeveloped countries -Yemen is one- to
reengineering their government management in order to getting rid of the
corruptions improving the general performance and scoring the good governance
High education institutions are one of the important sectors that future of Yemen
depend on and we will try to study the possibility of applying TQM in this sector
and see wither its applied or not and what are the procedures that done by the
high education institutions in Yemen to apply TQM in the future we assume that
by applying this concept government will be able to build an effective governance
which is care of it s development responsibilities toward its people
16- The Methodology of the Study
The research depended on both theoretical and failed study as follow
a- Theoretical part
The research will depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches
Published and unpublished reports of the higher education institutions Formal
and informal reports of the higher education institutions
b- Field study part
To achieve the objectives of the study the researcher designed a questionnaire
composed of seven panel The first one designed to measure the level of
awareness and consciousness of TQM concept among the higher education
institutions staff and administrations The second panel designed to identify the
present commitment of HEIs top management toward applying TQM The tired
one designed to identify a continues improvement process The forth panel
designed to know whether HEI offering a new equipments and using high
technology The fifth one designed to study the current organizational style and
management systems The sixth panel designed to identify the human resources
improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
17- Study Population
The population of this study composed of all public universities which reached 8
universities They are Sanaa Aden Taiz Dhamar Al-Huodidah Ibb Hadramot
and Amran
18- Study Sample
The researcher select randomly four out of the eight universities they are (Sanaa
Aden Dahmar Hadramot) in addition to the Ministry of Higher Education and
Scientific Research And our study sample is the staff and administration
19- Data Collection
In the theoretical part research depended on the available secondary data such as
Books Journals Formal reports Previous PhD Master thesiss Studies
Researches Published and unpublished reports of the higher education
institutions Formal and informal reports of the higher education institutions And
in the field study part the researcher designed a questionnaire composed of seven
panel (see Appendix)
110- Data Analysis
Data was analyses by using SPSS (originally Statistical Package for the Social
Sciences) was released in its first version in 1968 after being founded by Norman
H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
111- Limitation Study
This study was limited to the academic staff who are holding managerial position
particular ( Center Manager Departments Head College Dean College Dean
Assistant and General Manager) in only fife higher education institutions in
Yemen Ministry of higher education and scientific research Sanaa University
Aden University Dahmar University Hadramot University on the year
20082009
Also the study faced a lot of difficulties and constraints like the lack of recourses
on TQM or the subject of study in Yemeni libraries
112- Definition of the Terms
TQM Total Quality Management
TQM is an organizational philosophy approach to obtain a competitive
advantages in the market a permanenent customers satisfaction bring
continuous improvement in products services through merging the proper
tools technology and training which improve continuously the
management techniques and production operations that lead to a high
quality products or services (Al-Shami2008)
Top management commitment
The first requirement of applying TQM It refers to the important of
believing top management on TQM concepts Crosby put Management
commitment as the first step in his 14 steps for quality improvement And
like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality
processes and systems and must it clear that they will support the
commitment toward quality (Cornesky amp Others 1991 P 38)
Continues improvement
The second requirement of applying TQM The continuous improvement
of the process leads to customer satisfaction which results in an external
quality improvement The continuous improvement of the process also
leads to fewer defects which results in an internal quality improvement
(Dahlgaard amp others 1994)
New equipments and high technology
The third significant requirement to adapt TQM is the availability of new
equipment such as computers labs presentation tools high technology
tools
Efficient organizational style systems
The fourth requirement to adapt TQM And it refers to the importance of
Organizing the relationship between all units of the organization through a
clear chart clear systems and punctual process
HR
The fifth requirement of TQM And it refers to Human resources which is
the capital of the organization they should be trained developed because
if they not that will effect badly the quality of outputs
Customer focus
The sixth requirement of TQM Customer satisfaction is the key objective
of TQM philosophy If customer satisfaction measurements are used as a
source of improvement efforts the results will be more satisfactory and
realistic
YHEI Yemeni High Education Institutions which include universities high
colleges research centers and Ministry of Higher Education and Scientific
Research
HEI High Education Institutions
YCSR Yemen Center for Studies and Research
MHESR Ministry of Higher Education and Scientific Research
2 Total Quality Management (TQM) A Literature Review
In this chapter we will review the published studies books and reports about Total Quality
management TQM its theoretical development steps concepts basic principles and new
trends in TQM Also we will discuss the current situation of TQM in higher education
institutions in Yemen and we will have a brief review on the previous studies in Yemen
Arab region and international studies through the following points
- Defining the concept of quality
- The development steps of quality concept
- The fulfillments of big four (Deming Juran Crosby Ishikawa) and others
- Objects or targets of Total Quality Management (TQM)
- Principals of Total Quality Management(TQM)
- The concept of service quality
- TQM requirements
- The new trends and models of TQM
- The important of applying TQM in higher education institutions
- TQM in Yemeni Higher Education Institutions
- The previous studies
21- Defining the concept of quality
Many definitions of the concept quality are made by many researchers and management
thinkers and they also disagree about the first time of the concept of quality existing We
will present here some of comments about this subject
Ideas of quality are as old as human thought and to embrace the full history of the concept
will be impossible But the main historical antecedents are found with the Greek
philosopher Plato and Aristotle The idea of quality as value or goodness furthers the
question of what is good or more precisely what is the essence of goodness(Ehsan 2004
p63) Our researcher here has a very logical idea about the time of quality beginning and
when the people start to think about quality in fact humans from the begging of life in this
earth strive to obtain goodness in everything good food good land good clothes and
good education
Quality has become a key issue in organizations both in the public and private sector The
emphasis on quality has mirrored other trends such as the changes in consumer demands
for a stronger say in the delivery of services Workers are also demanding a voice in terms
of greater empowerment and devolved decision making structures( Morgan1995)
The Blackwell Encyclopedia of Management (2005) defined quality as
There are a number of ways or senses in which quality may be defined some being
broader than others but they all can be reduced either to meeting requirement and
specifications or to satisfying and delighting the customer
(Cooper amp other 2005)
In the 1970s Dr Demings philosophy was summarized by some of his Japanese
proponents with the following a-versus-b comparison
(a) When people and organizations focus primarily on quality defined by the following
ratio
quality tends to increase and costs fall over time
(b) However when people and organizations focus primarily on costs (often
dominanttypical human behavior) costs (due to not minimizing waste ignoring amount of
rework occurring taking staff for granted not rapidly resolving disputes and failing to
notice lack of product improvement plus over time loss of customer loyalty) tend to rise
and quality declines over time( httpenwikipediaorgwikiW_Edwards_Deming)
In his book Quality Without Tears Philip B Crosby defined Quality as conformance to
requirements not goodness Feigenbaum anther quality specialist point that Quality
means best for certain customer conditions These conditions are (a) the actual use and (b)
the selling price of the product
Joseph M Juran point that quality is Fitness for use And Fitness is defined by the
customer Robert Pirsig defined it briefly The result of care another definition quality
as the driving force for survivability and competitiveness(Madu and Kuei 1993)
American Society for Quality define quality as a subjective term for which each person
has his or her own definition In technical usage quality can have two meanings (1) the
characteristics of a product or service that bear on its ability to satisfy stated or implied
needs (2) a product or service free of deficiencies
(httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
SK Saxena address another interpretation of quality He see quality as a cross-section of
three sub-systems- Utility Worth and Availability (see Fig1)
In other words quality is the customers personal perception of perfection(Gueorguiev
2006)
In context of our study we can find many definitions about quality in high education
Quality Assurance Agency (QAA UK) defined quality as the way of describing how well
the learning opportunities available to students help them to achieve their award It is about
making sure that appropriate and effective teaching support assessment and learning
opportunities are provided for them (QAA 1998)
We can see that all definitions agreed on one concept which is quality is to meet the need
of customer now and what he might need in the future And customer here refers not only
to the one who bay products but also everyone whom receiving the services in schools
universities hospitals institutions and organizations in privet or public sector
22- The development steps of quality concept
During the past hundred years the perspective of quality as a management tool went
through many philosophies and ideological stages the traditional school the human school
and systems school which lead finally to the management theories of uniqueness And in
this historical development the concept of quality has been developed too through many
historical stages like(Abubaker amp Alzawman 2007)
Figure (1) Graphical definition of Quality
Resource (httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- Examination and investigation stage
- Quality control stage
- Quality assurance stage
- Quality management
- Total quality management stage
221- Examination and investigation stage
During the industrial revolution period in the 18th century production lines in factories
appointed some workers to examine the quality of final products before selling it to
customers or sending it to stores In this stage the concept of quality come up and it become
an important element of the process of production Then this concept had been developed
to the management process too
222- Quality control stage
In that stage which started during 1920s the workers in examination department were
transfer to quality control laboratory The main job of those laboratories were offering a
new theories of examination process in order to lower the cost and make it easy through a
statistical methods Bell Telephone was one of the major laboratory to control quality in
that period( Tawfeq Yosef2001) Processes were monitored to ensure that all quality
requirements are being met and performance problems are solved(Gurerguiev2006)
Quality standards were developed for American war material They were based on the
work of statistician Walter Stewart who found that all kinds of repeatable activity are
characterized by variation and who developed a method-control charts- to monitor and
analyze variation over time The standards enable the production of reliable high-quality
supplies(Shafritz amp other 1998 p2267)
W Edwards Deming (1900-93) was one of leading fathers in the quality movement He
was involved to the development of statistical quality control (SQC) on production lines
His ideas was ignored in the USA but in the early 1950s during the period of post-war
reconstruction Deming and his colleague Joseph Juran were invited to Japan to
demonstrate their methods SQC become a key of the Japanese drive for quality most
notably in the TOYOTA production system(Witzel 2003)
223- Quality assurance stage
The concept of quality assurance appeared in 1960s as a result of the terrific development
in the statistical methods which used to improve the examination and investigation
processes The competition in the market also helped to create this general system which
gives a high quality products without mistakes and it gives a warning about any possible
wrong process that effect quality (Abubaker amp Alzawman 2007 p 19) Quality assurance
covers all activities from design development production installation servicing and
documentation It includes the regulation of the quality of raw materials assemblies
products and components services related to production and management production and
inspection processes(Gurerguiev2006)
224- Quality management stage
In this stage the necessity of achieving quality in management processes itself came up
And to do so managers should concentrate to implement their quality policy in all
activities quality planning quality control quality assurance and quality improvement
(Gurerguiev2006) This stage prepared for the Total Quality Management movement
225- Total Quality Management stage
During 1980s TQM became as the most popular management programs in America They
applied the concept of TQM as a defines strategy to face the invasion of Japanese products
to the world markets Total quality management TQMs concept is a business philosophy
that embodies the belief that the management process must focus on integrating customer-
driven quality throughout the organization Total quality management stresses continuous
improvement of product quality and service (Zikmund 2003) Morgan and Murgetroyd
in their book Total Quality Management in the Public Sector presents the story of TQM
briefly as follow
This approach to management was developed after the Second World War when
Japanese industrialists keen to compete with other economies engaged American
experts to advise on the application of statistical techniques to the production
process These advisers who included W Edwards Deming and Joseph Juran
understood that documenting the technical quality or the specifications of
components on a production line would not in itself produce lasting improvement in
the quality of production Instead by introducing principles and techniques drawn
from a wide range of disciplines they advocated the development of an internal
approach to quality improvement where everyone in the organization is part of a
continual drive to do better Together these principles and techniques are
described as TQM Their philosophy was welcomed and implemented in Japan in
the 1980s and was widely practiced by Japanese businesses and is the foundation
of the country s economic dominance Japanese businesses reviewed the way that
they operated and managed to achieve the competitive edge based on producing
better goods at better prices than their competitors in the West The successful
results of the application of this approach to manufacturing by the Japanese are
well known (Morgan amp Murgetroyd 1995)
The japans society for quality control (JSQC) define Total Quality Management TQM is
management and control activities based on the leadership of top management and based
on the involvement of all employees and all departments from planning and development to
sales and service These management and control activities focus on quality assurance by
which those qualities which satisfy the customer are built into products and services during
the above processes and then offered to consumers
Ishikawa present total quality as a quality of product quality of performance quality
of operations quality of work environment and quality of human or employees Steven
Cohen amp Ronald Yerand point three distances for Total Quality Quality distance
generality distance and management distance (Abubaker amp Alzawman 2007)
23- Fulfillments of the big four (Deming Juran Crosby Ishikawa) and others
In this part we will presents a historical background of the big four of TQM W Edwards
Deming Joseph Juran Philip B Crosby and Kaoru Ishikawa those consultants or
godfathers of TQM were the leading figures in the quality movement during 1950s to
1980s that will help us to know their experiences approaches achievements and
fulfillments
231- W Edwards Deming
William Edwards Deming (1900 1994) was an American statistician considered the father
of the modern quality movement His early life was hard he received an engineering
degree in 1921 university of Wyoming a masters degree in 1924 university of Colorado a
PhD in mathematical physics from Yale university in 1928 He worked as a student intern
at the Hawthorne factory of Western Electric Company a subsidiary of American
Telephone and Telgraph (later ATampT) in Chicago His experiences there were generally
unpleasant but it might helped to shape Demings dislike of American management and
sympathy for American workers But Hawthorne was also important to Deming in a
positive way it marked his exposure to the work of Walter Shewhart of American
Telephone and Telegraph Laboratories in statistical quality control (SQC)(Witzel 2001)
Deming first came to public attention in the USA during the second World War He did a
great role in teaching SQC to more than 2000 engineers in military production In turn this
group went on to teach more than 30000 others(Boardman 1994 p184) In 1946 he
became a founding member of the American Society for Quality Control and he became
one of the important consultants to other countries like Japan (Witzel2001) in 1947
Deming accepted an assignment in Japan he found that unlike in the USA leading
industrialists were aware of SQC and of his own and Shewharts work moreover they
were already beginning to apply it with assist of The Japan Union of Scientist and
Engineers (JUSE) which formed in 1946 to help in the reconstruction of Japan after the
war In 1951 the Deming Prize for research in quality management was created in his
honor and in 1960 he received the Order of the Sacred Treasure from the Emperor
Hirohito(Witzel 2003 p68)
Deming strongly influenced Japanese industry post world war II with Statistical Quality
Control (SQC) and Total Quality Management (TQM) until 1960s when Japanese industry
was producing a great products with low-cost and high-quality which overflow the worlds
markets In same time or later in 1970s American goods were having a difficult time losing
their share market around the world to the Japanese goods In 1980 and through a widely
viewed video cast If Japan Can Why Cant We and it showed that Japanese successes
depend on applying Demings and his colleges concepts SQC and TQM which they had
been ignored it in the states
In 1982 Edwards Deming published Out of the Crisis identifying 14 points for
management which if applied would enable Japanese manufacturing efficiencies to be
realized Listed below are Deming s 14 Points for Management (Deming 1982)
1 Create constancy of purpose toward improvement of product and service with the
aim to become competitive and to stay in business and to provide jobs
2 Adopt the new philosophy We are in a new economic age Western management
must awaken to the challenge must learn their responsibilities and take on
leadership for change
3 Cease dependence on inspection to achieve quality Eliminate the need for
inspection on a mass basis by building quality into the product in the first place
4 End the practice of awarding business on the basis of price tag Instead minimize
total cost Move toward a single supplier for any one item on a long-term
relationship of loyalty and trust
5 Improve constantly and forever the system of production and service to improve
quality and productivity and thus constantly decrease costs
6 Institute training on the job
7 Institute leadership The aim of supervision should be to help people and machines
and gadgets do a better job Supervision of management is in need of overhaul as
well as supervision of production workers
8 Drive out fear so that everyone may work effectively for the company
9 Break down barriers between departments People in research design sales and
production must work as a team to foresee problems of production and in use that
may be encountered with the product or service
10 Eliminate slogans exhortations and targets for the work force asking for zero
defects and new levels of productivity Such exhortations only create adversarial
relationships as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force
11 a Eliminate work standards (quotas) on the factory floor Substitute leadership
b Eliminate management by objective Eliminate management by numbers
numerical goals Substitute leadership
12 a Remove barriers that rob the hourly worker of his right to pride of
workmanship The responsibility of supervisors must be changed from sheer
numbers to quality
b Remove barriers that rob people in management and in engineering of their
right to pride of workmanship This means abolishment of the annual of merit
rating and or management by objective
13 Institute a vigorous program of education and self-improvement
14 Put everyone in the company to work to accomplish the transformation The
transformation is everybodys job
Deming also believed that traditional management practices such as the Seven Deadly
Diseases listed below significantly contributed to the American quality crisis
1 Lack of constancy of purpose to plan and deliver products and services that will
help a company survive in the long term
2 Emphasis on short-term profits caused by short-term thinking (which is just the
opposite of constancy of purpose) fear of takeovers worry about quarterly
dividends and other types of reactive management
3 Performance appraisals (ie annual reviews merit ratings) that promote fear and
stimulate unnecessary competition among employees
4 Mobility of management (ie job hopping) which promotes short-term thinking
5 Management by use of visible figures without concern about other data such as the
effect of happy and unhappy customers on sales and the increase in overall quality
and productivity that comes from quality improvement upstream
6 Excessive medical costs which now have been acknowledged as excessive by
federal and state governments as well as industries themselves
7 Excessive costs of liability further increased by lawyers working on contingency
fees (httpwwwenotescommanagement-encyclopediaquality-gurus)
232- Joseph Juran
Joseph Moses Juran (1904- ) born in Braila Romania In 1912 he and the rest of family
joined his father whom departed for United States of America three years ago Joseph Juran
was grown up in Minnesota and he helped his family make ends meet by doing whatever
jobs he could findJoe drove a team of horses he worked as a laborer a shoe salesman
bookblack grocery clerk and as a book keeper for local icehouse(Butman and Roessner
1995) In 1924 Juran had his BS degree in electrical engineering from university of
Minnesota Finding a job at Western Electric in the Inspection Department of the
Hawthorne Plant near Chicago Working on the function of inspection Juran
enthusiastically began his lifelong quest for quality products and advanced through a series
of management and staff positions Later he become a key member of the newly formed
Inspection Statistical Department In 1928 Juran wrote his first work about quality which
titled Statistical Methods Applied to Manufacturing Problems it discussed the role of
sampling in analyzing and controlling the quality of manufactured products Later it
become part of the ATampT Statisitical Quality Control Handbook still in use today (Witzel
2001) When the Second World War began Juran was departed to Washington DC to serve
as an assistant administrator with the Lend-Lease Administration This organization
managed the shipment of material to friendly nations at the beginning of the war As this
organization expanded Juran led a multi-agency team that cut government red tape and
paper long-jams that bogged down important shipments that were stranded on the docks
As the war progressed jurans team redesigned far-reaching shipping processes that sped
up the movement of essential lend-lease war materials to the United States allies( Witzel
2001) after the 2nd world war Juran decided to start his own efforts as an independent
person and he served as chair of the Department of Administrative Engineering at New
York University In 1951 he published his book Quality Control Handbook this book
gave him an opportunity to receive many requests to lecture and consult presenting this
historical events to know the important of statistical data in the quality developments steps
And to know the external environment which was the 2nd World War That will lead us to
the development of the concept of quality during 1950s after the war And in this time we
can see the union of efforts by Deming and Juran which they considered the fathers of
quality movements
Juran is some ways was Demings superior in the techniques of SQC and some authorities
credit him with an even greater influence in Japan than Deming Working independently of
Deming Juran argues likewise that to achieve quality management needs to move away
from statistical targets and towards a culture of continuous improvement back up by
training and motivation(Witzel 2003 P72) Juran ranks near Deming in the contributions
that he has made to quality improvement His approach parallels Demings as Jurans ten
steps to quality improvement (Shafritz amp other 1998 p2268) In 1952 Deming arranged
for Ken-ichi to meet Juran at an American Society for Quality Control meeting held in
Syracuse New York Two years later Juran accepted JUSEs invitation to visit Japan
Although some of jurans material was not new to the Japanese many of his ideas and
approaches were both needed and fresh For example Jurans Pareto principle of the vital
few and useful many was well received The Pareto principle is widely used in the quality
management field and is sometimes described as the 8020 rule In this case it is thought
that 80 per cent of the problems are caused by 20 per cent of operation The application of
this concept places a high priority on solving the vital few problems without diverting
attention unnecessarily towards trivial problems (Witzel 2001 P 502-503) (see Figure 2)
Figure ( 2 ) Pareto chart 1
Source httpwwwenvisionsoftwarecomManagementPareto_Charthtml
Jurans philosophy indicates that poor planning by management results in poor quality His
1 In 1906 the Italian economist and sociologist Vilfredo Pareto (sometimes misspelled Wilfredo Alfredo or Vilfred) devised a mathematical formula which described the disproportionate income distribution in Switzerland at that time observing that eighty percent of the wealth was controlled by a meager twenty percent of the families 8020 Rule Universality Further empirical studies for other time periods for other countries produced the stunning result that they all followed the same pattern Later analysis of distributions in industry and nature has demonstrated that 8020 Pareto distributions were very common in various fields and not exclusive to income distribution In the late 1940s in his work The Quality Control Handbook Dr Joseph M Juran accurately attributed the discovery of the uneven wealth distribution of nations to Vilfredo Pareto but inaccurately attributed the generic discovery of this uneven distribution to Vilfredo Pareto (somtimes spelled Wilfredo Vilfred Wilfrido or Alfredo Pareto) by referring to it as the Pareto Principle He admitted this inaccuracy in his writings after he was corrected by his peers It was actually Joseph Jurans work which first recognized the applicability of the Pareto Principle within the context of inventory management Recognizing and documenting this universal principle he called the vital few and trivial many Joseph Juran credited these findings to Paretos work and thus it became known as The Pareto Principle Later Juran wrote that if he was of a different stature he would have called it the Juran Principle since he was the first to describe this principle in writing
( httpwwwenvisionsoftwarecomManagementPareto_Principlehtml)
approach for improving quality is (1) to plan (2) control (3) improve known as the Juran
trilogy (Cornesky amp Others 1991 P 33) Morgan Witzel (2001) point in his book The
Biographical Dictionary of Management the Juran trilogy as below
Steps in Jurans quality planning process
1 Determine quality goals
2 Develop plans to meet those goals
3 Identify the resources to meet these goals
4 Translate the goals into quality
5 Summarize 1 to 4 into a quality plan
Steps in Jurans quality control process
1- Evaluate performance
2- Compare performance with set goals
3- Take action in the difference(Flood 1993)
Steps in Jurans quality improvement process
1 Established the infrastructure needed to secure annual quality improvement
2 Identify the specific needs for improvement- the improvement projects
3 For each project establish a project team with clear responsibilities for bringing the
project to a successful conclusion
4 Provide the resources motivation and training needed by the teams to (a) diagnose
the causes (b) stimulate establishment of a remedy and (c) establish controls to
hold the gains (Cortada amp Woods 1995)
233- Philip B Crosby
Philip B Crosby (1926-2001) is one of the fathers of Total Quality Management and he
established the first college of quality Since 1950s he had been working as engineer with
Martin and then ITT for many years In 1979 Crosby decided to lunch his own business
Philip Crosby amp partners (PCA) and he made his house as a international place for this
firm His firm started to offer quality consultant services from the first day (Crosby 1995)
He has identified four absolutes of quality a definition of quality (quality means
conformance to standards) the system for achievement of quality ( the prevention of
defects) a performance standard (Zero Defects) And measurement (the price of
nonconformance) (Shafritzamp other1998 p2268) Crosby developed his own fourteen
points which likewise include training motivation and the commitment by top management
to improving quality the major difference from Deming and Juran is that Crosby continues
to advocate goal-setting He also urges mangers to consider the costs of bad quality in
terms of repairs replacement of defective products and lost customers (Witzel 2003 p72)
He has his fourteen steps for quality improvement they are(Cornesky amp Others 1991 P
38-44)
1 Management commitment management must be trained in quality processes and
systems and must make it clear that they will support the commitment toward
quality
2 Quality improvement team should be formed to get the entire organization to adopt
the new quality philosophy
3 Measurement to evaluate the improvement process
4 Cost of quality establish a procedure for their accounting system
5 Quality awareness everyone should understand that management is committed to
quality and therefore quality is the policy
6 Corrective action identify problems and take actions necessary to eliminate them
7 Zero Defects planning it could take time after the quality process is instituted In
planning for zero defect day he suggests that representatives from major suppliers
and customers as well as from unions and people outside the company be include
8 Employee education train all employees in such philosophy and procedures
9 Zero Defects Day is that day when top mangers stand up in front of everyone and
announce they are committed to quality
10 Goal setting when the organization begins to gather data to measure improvement
11 Error- cause removal is having employees point out what is wrong with the
processes and systems but not necessarily how they might be improved
12 Recognition a serious recognition program for good employees should be created
since it is a very important part of the quality movement
13 Quality councils bring the quality professionals together and let them learn from
each other
14 Do it over again all of the quality gurus agree that improvement is constant never
complete
Crosby also believes mangers should be facilitators and should considered as such by
employees rather than as punishment sent from God (Cornesky amp Others 1991 P 38)
He also wrote about five characteristics of companies that do not improve much even
though they seem determined (Crosby 1984 p 53-54)
1 The effort is called a program rather than a process This makes people think that it
is short-term and will be replaced by something else
2 All effort is aimed at the lower level of the organization
3 The quality control people are cynical and believe that there will always be defects
and it is not possible to do things right the first time
4 Training material is created by the training function The concepts of quality
improvement and actions required to cause it are very subtle and require
comprehension that come from experience not from teaching ideas that caused the
problem in the first place
5 Management is impatient for results As soon as management hears about the cost
of quality they want an immediate reduction which results in short-range actions
Crosby also developed a reliable organization grid to help organizations determine where
they stand with respect to quality Included are the four essential components that make an
organization reliable policy education requirements and insistence Policy is what
management requires work done correctly that is zero defects Education is used to give
everyone a common language and tools for quality Requirements are ways in which the
needs of the customers are defined Insistence is requiring integrity in everything( Hill
2008 P12) Quality Management Maturity Grid (QMMG) is an organizational maturity
matrix conceived by Crosby first published in his book Quality is Free in 1979 The
QMMG is used by a business or organization as a benchmark of how mature their
processes are and how well they are embedded in their culture with respect to service or
product quality management The QMMG is credited with being the precursor maturity
model for the Capability Maturity Model (CMM) created a decade later and also has five
levels of maturity (httpenwikipediaorgwikiQuality_Management_Maturity_Grid)
And by using this grid we can create an organization that is both reliable in its products or
services and useful by providing a product or service with which customers are happy and
willing to pay to receive (Crosby 2000)
234- Kaoru Ishikawa
Kaoru Ishikawa (1915-1989) is one of esteemed consultant of Total Quality Management
in the 20th century and he based his ideas on the works of Deming and Juran and
influenced the Japanese understanding of quality(Hill 2008 p22-23) his diagram of cause-
and-effect or fishbone diagram ( see Figure 3) is a famous tool that can be used to generate
and organize thoughts about a desired effect in order to determine root causes of errors or
imperfections in processes To create a fishbone
diagram(httpwwwc2comcgiwikiFishboneDiagram)
1 Draw a circle and label it with the desired effect
2 Draw a horizontal line out from the left edge of the circle (if you read left to-
right) This is the spine of the fish
3 Brainstorm about the key categories of things that could cause the desired
effect For example think of the processes procedures factors steps and so on
that are involved in the situation (This is often the hardest part in my
experience) Generally you should have 4-7 of these if you have much more or
much less refactor until you get a manageable number Draw these as bones
or diagonal lines starting from the spine and moving outward alternate above
and below the spine
4 For each category draw a horizontal line from the bone to the right (if you
read left-to-right) for each cause in the category and list the cause on this line
5 For each cause if you can identify something more fundamental (a cause of the
cause) draw it on an additional diagonal line toward the head
Ishikawa stated that all decisions should serve customer needs and satisfaction Quality
control is used to manufacture products with the quality that satisfies the requirements of
customers Meeting standards and specifications is insufficient (Ishikawa 1985) He too
believed that without the support and leadership from top level management quality
initiatives fail There must be commitment to quality throughout the entire
organization(Hill 2008 p 23-24)
Figure (3) Ishikawa diagram
Source httpenwikipediaorgwikiIshikawa_diagram
235- Other TQM Experts (Hill 2008)
There are other TQM experts whom added a marvelous knowledge and developed a great
ideas about TQM philosophy And we will try to highlight some of them in the following
Shewhart (1891-1967) is known as the grandfather of TQM Original concepts of TQM
and continuous improvement trace back to Shewhart One of Deming s teachers he
preached the importance of adapting management processes to create profitable situations
for both businesses and consumers promoting the use of his own creation the SPC
(Statistical Process Control) SPS control chart He also developed the Shewhart learning
and improvement cycle which combined creative management thinking with statistical
analysis This cycle includes the four steps of plan do study and act These steps lead to
total quality improvement This cycle is built on the idea that constant evaluation of
management practices and the willingness of management to adopt and disregard
unsupported ideas are keys to the evolution of a successful enterprise
(httpwwwskymarkcom)
Feigenbaum (1919- ) is another expert who is known as the originator of total quality
control a concept he introduced in the 1950s In 1951 he published Quality Control a
textbook that dealt with concepts such as management of quality the system for total
quality statistical technology and the application of total quality in the enterprise (TQM
A Snapshot of the Experts 2002) He contributed two new aspects to the discussion of
quality (1) Quality is the responsibility of everybody in the company ranging from top
management to the unskilled worker (2) Costs of non-quality have to be categorized if they
are to be managed(Hill 2008) He also believed that quality is determined by the customer
not engineering or marketing and always represents a moving target in a competitive
market (Feigenbaum 1983)
Taguchi (1924- ) is a Japanese engineer and quality consultant who promoted the use of
statistical design of experiments for improving process and product quality at minimal
costs(Hill 2008) Taguchi emphasized the importance of variation reduction in quality
improvement Based on the results of an experiment settings for the control variables are
chosen such that the process is made robust against variation in the nuisance variables
Then the process mean is brought on target by manipulation of control variables that affect
the mean but not the variation Finally a tolerance design is exploited if needed to
accomplish a further reduction in variation Projects following Taguchis principles focus
on the loss of poor quality rather than on a quality characteristic (de Mast 2004)
Taguchis main points include the following (Hoyer amp Hoyer 2001)
1 Quality is a loss to society Instead of experiencing a decrease in quality as the
suppliers product or service position moves away from the societal preferred point
society experiences an increase in loss when that occurs
2 Loss caused by the intrinsic function of the product or service does not count
toward the loss to society The larger the distance between what society actually
gets and the location of its preferred point the less quality society will experience
We can see that every one of these TQM consultants add some knowledge techniques or
values to the concept of TQM They were agree in some points and disagree in others but
that give the subject of TQM a chance to develop and improve during the 20th century
24-The Objects or targets of the Total Quality Management (TQM)
Total quality management system is a general process and disciplines that interact with all
activities and levels in the organization to achieve its goals And the top management in the
organization works to organize all strategies plans and operations to meet customer
needs although it develops a new culture with high employee involvement According to
Deming in his book out of crisis he explained the interaction chain of quality in sample
Quality Improvement
Decreasing costs because of low level of lost and rework less mistakes less delay
less exceptions optimum using of time machines and resources
Productivity improvement
Market controlling with high quality and less prices
Stay in Business
Create more jobs opportunity
chart (see figure 4) (Deming 1982) and creating more job opportunities needs a
continuous improvement which has become the key of organizations excellence
Figure (4) the interaction chain (Deming 1982)
TQM is characterized as a quality centered customer-focused fact-based team-driven and
senior-management-led process designed to achieve organization strategic goals through
continuous process improvement Total Quality Management comprises of quality designs
quality control quality and improvement TQM provides some key guidelines for
improving quality including (a) providing managers and employees with education and
training they need to excel in their jobs (b) encouraging employees to take responsibility
and providing leadership and (c) encouraging all employees to search for ways to improve
the production process (Ibekwe 2006)
And to understand more about TQM objectives and uniqueness we will present the
following article which prepared by Work911Bacal amp Associates Business amp
Management Supersite this article give us a sample differences between the traditional
organizations process and organizations that applied TQM principals
- TQM organizations attend to concentrating about what is wanted and expected by
their customers Being customer-based means collecting information from
customersclients and modifying services and processes to meet those needs as well
as possible In government this is not always easy due to the conflicting
responsibilities of a department and the multiple customersstakeholders involved
in government situations However in many cases moving to a customer-driven
organization can yield many positive results for government departments
- TQM organizations tend to think in much larger time spans A typical example
might be that a TQM organization would look at downsizing as having effects over
a decade or two while a traditional organization would look only at the immediate
budgetary issues letting future chips fall where they may Also successful TQM
organizations make a long term commitment to the principles of TQM rather than
looking at TQM as a program something with a beginning and end This means
patience
- TQM organizations base their decisions on data they collect on customer needs on
waste on costs and on the sources of problems While judgment is always involved
in any decision TQM organizations begin with the data not with the solution In
the opposite said traditional organizations tend to be managed by gut feel or by
opinion They guess at what their customers want and guess at the costs of waste
etc
- TQM organizations are very active in identifying wasteful activities and
eliminating them When the most organizations operate with a high degree of waste
and inefficiency Traditional organizations consider waste whether it be in time
materials etc as a normal part of their operation
- TQM organizations are always looking for improvement and are constantly
engaged in problem-solving to make things better When the traditional
organizations tend to address problems with the way they do things only when there
is a major problem or crisis The watchword in traditional organizations is if it
aint broke dont fix it except that often it IS broke but nobody is paying any
attention
- TQM organizations work to prevent problems and errors rather than simply fixing
them When the traditional organizations tend to fix problems after the fact Rather
than trying to prevent problems they catch them after the fact which is very costly
- In TQM organizations there is more use of cross-functional teams teams convened
for a particular purpose or purposes with representation from a number of units or
levels in the organization The use of cross-functional teams means that input is
gained from parts of the organization that need to be involved When the traditional
organizations tend to have sub-units that work autonomously and with little
communication or involvement with other units For example personnel may have
only limited interaction with other departments Or on a local level administrative
staff may have little communication with other staff in a government branch and
have a different reporting structure
- In TQM organizations employees are much more actively involved in both the
decision-making and communication processes Information flows both top to
bottom and bottom to top For that matter information also flows sideways When
in the Traditional organizations they have very restricted communication and
decision- making patterns Employees are told what to do rather than being
included in figuring out what to do Information tends to flow from top to bottom
- TQM organizations attack the problems in their organizations rather than the
people They fix things But in the traditional organizations tend to look to affix
blame for things that go wrong
- TQM organizations tend to recognize that most often problems arise as a result of
multiple causes and that sub- units are interdependent TQM organizations tend to
see problems as a result of the entire system Not like the traditional organizations
which tend to see the parts and processes of their organization as single things
unrelated to other part of the organization
- TQM organizations exhibit more confidence in staff and more trust and expect
MORE from them not less On contrast of that traditional organizations tend to see
people as objects to be managed told what to do disciplined tracked etc
Thats a good starting point There are probably a number of other comparisons to be made
but that gives us some common ground for discussion
(httpwork911comarticlestqm1htm)
25- The Principals of Total Quality Management(TQM)
In general Total Quality Management TQM is an overall philosophy of management and
method of work reform that focuses on customer service continuous improvement and
employee involvement in organizational functions Total means applying the search for
quality in every aspect of work quality implies meeting and exceeding customer
expectations management mandates the development of an organizational capacity to
constantly improve (Shafritz 1998) In other words the basic principles for TQMs
philosophy of doing business are to satisfying the customer satisfying the supplier and
continuously improving the business processes Customers her refers to all users of
organizations products or services and organizations refers to both the private and public
ones
251- Satisfying the customer
Satisfying the customer needs is the first and major TQM principle customers whom pay
for the product or service want to get their moneys worth from a product or service they
purchase from the private or public organizations like schools hospitals and universities
So those organizations should know and offer the customers what they need There are
users customers internal customers and chain of customer we will try to briefly clarify
each
- Users If the user of the product is different than the purchaser then both the user and
customer must be satisfied although the person who pays gets priority A company or
organization that seeks to satisfy the customer by providing them value for what they buy
and the quality they expect will get more repeat business referral business and reduced
complaints and service expenses And we think that students in the universities and public
nation are customers or users for the higher education institutions
- Internal customers within a company a worker provides a product or service to his or
her supervisors If the person has any influence on the wages the worker receives that
person can be thought of as an internal customer A worker should have the mind-set of
satisfying internal customers in order to keep his or her job and to get a raise or promotion
Here also the staff and administration of universities are internal customer
- Chain of customers often in a company there is a chain of customers each improving a
product and passing it along until it is finally sold to the external customer Each worker
must not only seek to satisfy the immediate internal customer but he or she must look up
the chain to try to satisfy the ultimate customer And in university we can see the eternal
customers are the students public nation and the society and university should satisfy
those customers
252- Satisfy the supplier
Satisfying the supplier is the second TQM principle supplier is the person or organization
from whom you are purchasing goods or services And we will discuss under this title the
external suppliers the internal suppliers good workers and empowerment
- External suppliers satisfying them by providing them with a clear instructions and
requirements and then paying them fairly and on time
- Internal suppliers satisfying them by providing a good task instructions the tools they
need to do their job and good working conditions The supervisor must also reward the
workers with praise and good pay
- Get better work by keeping the good workers An effective supervisor with a good team
of workers will certainly satisfy his or her internal customers
- Empower workers allow them to make decisions on things that they can control This
not only takes the burden off the supervisor but it also motivates these internal suppliers to
do better work
253- Continuous improvement
The third principle of TQM is continuous improvement You can never be satisfied with
the method used because there always can be improvements One of the improvement
technique is listening to worker suggestions it might help to improve the process and
eliminate waste or unnecessary work Applying some quality methods such as just-in-time
production variability reduction and poka-yoke That can improve the processes and
reduce waste
The principles of Total Quality Management are to seek to satisfy the external customer
with quality goods and services as well as your company internal customers to satisfy
your external and internal suppliers and to continuously improve processes by working
smarter and using special quality methods (httpwwwschool-for-
championscomtqmprincipleshtm)
26- The concept of service quality
In a competitive environment between the international companies to take the a big chare
in the market services become an important conclusive element in order to achieve a good
position in the market The public sector also offered its services to achieve the social
responsibility
261- Defining the service
In general Service is intangible product it become a product that need a management
studies researches to produce a design and developed services which customer need
Services are economic activates offered by one party to another most commonly
employing time-defined performance to bring about desired results in recipients themselves
or in objects or other assets for which purchasers have responsibility (Lovelock amp
Gummesson 2004) The important of Service sectors that they are make up the bulk of
today s economy and also account for most of the growth in new jobs And the size of the
service sector is increasing is almost all economies around the world (Christopher 2005)
Also the world Trade Organization (WTO) with its focus on the internationalization of
services has pushed governments around the world to create more favorable regulatory
environments for transnational service strategies (Christopher 2005) Applying TQM
concepts are the suitable entrance to improve the performance in public sector
272- Measuring service quality
Services are hard to measure because of its characteristics like intangibility inseparability
variability in outinputs difficult evaluation and time (Abo Bakr amp Al-Zoman 2007) and
there are some measurements models and formulas helping to measure the service quality
like the formula of Partial Credit Model Rasch Model which was presented by Georg
Reasch In 1960 it is a statistical model that complied with fundamental assumptions made
in measurements in physical and deterministic sciences
The Rasch model was originally applied in psychology medicine rehabilitation therapy So results are related to capability of subject to pass or not a specific test In this standard application two factors influence the result in each test the ability
of the person and the difficulty of the item In the Rasch model these two factors are distinguished through two different sets of parameters kj parameters one for each item and n0i parameters one for each subject The j parameters are a linear continuous measure of difficulty and the 0i parameters are a linear continuous measure of ability So an item scale and a person scale are obtained The parameters are estimated through the maximum likelihood method (Bertoli Barsotti Franzoni 2001)
The more simple Rasch model is the dichotomous one The probability to pass the
test depends only on item and person parameter The formula is the classical formula of logistic regression model
The more diffuse model is the polytomous one in which each question has m categories of response with mgt2
The probability that a subject i to a item j answers through the category h
(h=0 m) is calculated with this formula
In this case the probability related to each category depends on item and person parameter as in the other case and also on the category thresholds The formula (22) is the formula of Partial Credit Model Some other models exist for example Rating Scale and Rank Model Partial Credit Model is useful where the categories of response have not the same distance to each other
(Battisti and others 2003)
As we see there are many measure methods to use in measuring service quality and it still
hard to measure it because its latent so it is not observable and measuring it is very hard
27- The Requirements of Total Quality Management
To apply TQM in any organization there should be several requirements authors and
researchers have a different formulations but the core of idea is almost one Abas and
Yaacob presented the following ten critical factors or requirements for TQM (Abas Z amp
Yaacob Z 2006)
1 top management commitment
2 strategic planning
3 customer focus
4 benchmarking
5 human resource management
6 supplier relationship
7 continuous improvement
8 quality information system
9 service design
10 social responsibility
Another researcher point that there are a basic requirements to adapt TQM system which
are
1- Top management commitments and encouraging to adapt TQM concepts
and offering all applied needs and requirements
2- Availability of a suitable technique to continue and improve the technical
and management process
3- Availability of a new high technology and equipments that supports quality
of outputs
4- Availability of an efficient working style systems
5- High concern about developing and improving the human recourses
6- Availability of an effective technique which care about customers
satisfaction ( Al-Shamee 2008)
Another study found that the following factors were the most frequently addressed within
TQM definitions (Sila and Ebrahimpour 2002)
1- Customer focus and satisfaction
2- Employee training
3- Leadership and top management commitment
4- Teamwork
5- Employee involvement
6- Continuous improvement and innovation
7- Quality information and performance measurement
Another study pointed that TQM is a continuously evolving management system consisting
of values methodologies and tools the aim of which is to increase external and internal
customer satisfaction with a reduced amount of resources See figure (5) that show the
three units and the methodologies and tools in the figure are just examples and not a
complete list (Hellsten amp Klefsj 2000)
Figure ( 5 ) TQM consist of values methodologies and tools
Source Hellsten and Klefsj (2000)
In our study we will highlight the following core requirements which will examine its
existents in the high education institutions in Yemen through the survey questioner and the
requirements are Top management commitment Continues process improvement New
equipments and high technology Efficient organizational style systems Human resources
and Customer focus
271-Top management commitment
Crosby put Management commitment as the first step in his 14 steps for quality
improvement And like all of quality gurus he makes the point that before lasting change
toward quality can be realized management must be trained in quality processes and
systems and must it clear that they will support the commitment toward quality
(Cornesky amp Others 1991 P 38) The management must initiate planning for
implementation and participate in the work including evaluation of processes and results
All senior leader in the organization must create a customer orientation and set clear and
visible quality values (Tenner amp DeToro 1992) Deming believed that without leadership
institutions of higher education can only talk about quality change innovation and
service Administrators must demonstrate a spirit of achievement while recognizing that
organizational excellence is based on innovation committed people and the care of
students (Cornesky amp Others 1991 P 21) So the commitment of top management toward
TQM and support it is a critical in the begging process of adapting TQM in an
organization The same conditions for adapting TQM in higher education institutions If
colleges and universities are serious about quality education they should not only spell out
the competencies of their graduates but they should also guarantee the employers of their
graduates that if the graduates are found to be defective in the specified announced
terminal competencies the institution will rework the defective graduate for free
(Cornesky amp Others 1991 P 39)
272- Continues improvement
Today in our changing world organizations should always update its information that helps
to offer the customer what he need Current challenges pushes organizations to improve its
products services and process to face the hard competition in the market The philosophy
of continues improvement asks to improve products services and every process that lead
to achieve customer satisfaction whither in public or private sectors
The elements visionary leadership internal and external cooperation learning and process
management affect any continuous improvement initiatives Implementing a continuous
improvement effect without first implementing the other elements is a recipe for
ineffectiveness or even failure (Fisher Barfield Li amp Mehta 2005)
The continuous improvement of the process leads to customer satisfaction which results in
an external quality improvement The continuous improvement of the process also leads to
fewer defects which results in an internal quality improvement (Dahlgaard amp others
1994) one way to achieve that is to form an improvement team helping the organization
when it adapt the new quality philosophy The team should consist of individuals who
represent all of the organizations functions The teams primary function is to set up
educational activities for all unites But cross-functional teams are rare in higher education
it is uncommon to place secretaries custodial personnel human relations personnel police
faculty management students on a team to do anything One can only speculate what
would happen if such a team were established to implement a TQI culture on campus
(Cornesky amp Others 1991 P 39)
273- New equipments and high technology
The third significant requirement to adapt TQM is the availability of new equipment such
as computers labs presentation tools high technology tools And high technology data
base with supported software all of that will help the organization to offer a better high
quality services
Lacking of equipments new high technology labs libraries nets and computers is the
main reason behind the low level of number of students who enroll in sciences
engineering technical colleges So universities should invest more in infrastructure (HENS
Strategy 2006 P 55)
274- Efficient organizational style systems
Organizing the relationship between all units of the organization through a clear chart clear
systems and punctual process will help to improve the performance and the in one of the
requirements to apply TQM in an organization
To have a TQM efficient program it must be a totally integrated continuous professional
system based on the commitment of employees and top management working together
with customers so that the needs of all are met (McDonald et al 2002)
275- Human resources
Human is the capital of the organization they should receive the right training the right
concern because if they not that will effect badly the quality of outputs Training and
development is the most important function to human recourse because it helps the
employees to improve their abilities by knowing the right skills and affective techniques in
the work and that lead to achieve a quality in the outputs Organization might has the
capital and the employees but if they are not trained and developed well that will lead the
business to loss
276- Customer focus
Customer satisfaction is the key objective of TQM philosophy If customer satisfaction
measurements are used as a source of improvement efforts the results will be more
satisfactory and realistic Satisfaction of the end customer is strongly related to satisfaction
of the whole customer chain If a companys wholesalers are not satisfied it is likely that
the end customer will be dissatisfied (Kocakoc amp Sen 2006)
28- The New Trends and models of TQM
In today world which has a terrific development in information and electronic culture and
programming with using internet and space communications world become one city
connected with all those information Quality become an important goal that all
organizations want to achieve specialty with many of competitors in the market this
concept depend on (Al-Selmee 2002)
- first the goal of real management that achieve unique outcomes that your
competitors don t
- second all management decisions and work must be qualified and unique No
chance to have a mistake
- Third Invest the mental capital because it s the greatest wealth
- Forth Invest in new knowledge and new technology and develop the products
- Fifth Social responsibility to the society
For all of that organizations applied some strategies like
- Six Sigma
- Knowledge management strategy
- Open management systems
- Electronic management
- Social trends
- Model of EFQM
- ISO 9000
And here is some explanations about those strategies
281- Six Sigma
Six Sigma is one of the most significant trends in management quality It is a management
philosophy developed by Motorola that emphasizes setting extremely high objectives
collecting data and analyzing results to a fine degree as a way to reduce defects in products
and services The Greek letter sigma is sometimes used to denote variation from a standard
The philosophy behind Six Sigma is to measuring how many defects are in the process
figuring out how to systematically eliminating them and get as close to perfection as
possible And if the company or organization wants to achieve Six Sigma it cannot
produce more than 34 defects per million opportunities where an opportunity is defined as
a chance for nonconformance
There are two Six Sigma processes Six Sigma DMAIC and Six Sigma DMADV each
term derived from the major steps in the process Six Sigma DMAIC is a process that
defines measures analyzes improves and controls existing processes that fall below the
Six Sigma specification Six Sigma DMADV defines measures analyzes designs and
verifies new processes or products that are trying to achieve Six Sigma quality All Six
Sigma processes are executed by Six Sigma Green Belts or Six Sigma Black Belts which
are then overseen by a Six Sigma Master Black Belts terms created by Motorola
Six Sigma proponents claim that its benefits include up to 50 process cost reduction
cycle-time improvement less waste of materials a better understanding of customer
requirements increased customer satisfaction and more reliable products and services It is
acknowledged that Six Sigma can be costly to implement and can take several years before
a company begins to see bottom-line results Texas Instruments Scientific-Atlanta General
Electric and Allied Signal are a few of the companies that practice Six Sigma
((httpsearchciotechtargetcomsDefinition0sid182_gci76312200html)
Figure (6)Six Sigma Source httpwww6sigmaussix-sigmaphp
282- Knowledge management strategy
Knowledge management (KM) is a process that helps organization identify select
organize disseminate and transfer important information and expertise that are part of the
organization s memory and that typically reside within the organization in an unstructured
manner This structuring of knowledge enables effective and efficient problem solving
dynamic learning strategic planning and decision making Knowledge management
initiatives focus on identifying knowledge explicating it in such a way that it can be shared
in a formal manner and leveraging its value through reuse (Turban 2007)
The article (The coming of the new organization by Peter Drucker) announced the
Knowledge management as a result for management revolution This article is a fantastic
tool to boost the emerging KM trade industry for especially those in the developing world
who stand against bureaucracy by enlightening them of the necessary changes required to
not just sustain 21st century business pressures but to lean forward towards an innovating
organization Peter Drucker is a household name among old school managers besides the
younger lot and when he points out the changing landscape of business organizational
setups demands and behavior these old timers just have to listen (Abo Bakr amp Al-Zoman
2007) Drucker associates the coming of the new organization with the advent of data
processing technologies available which although are not a prerequisite for an information
based organization but without it a setup can heavily risk drawing into a swamp of data
How data processing tools have transformed an act of diagnosis into analysis bridges a
huge gap between innovation and business operations Such organizations which foster
information turns every business issue into an opportunity risks are recalculated and
business decision success rates soar up (Abo Bakr amp Al-Zoman 2007) Knowledge
Management Systems (KMS) are developed using three sets of technologies (Turban and
others 2007)
Communication like E-mail internet corporate intranets and other web-based tools also
the fax and telephone All those provide users the access needed knowledge and
communication
collaboration like the team work who are working together on common documents at the
same or different time Electronic brainstorming on of its capabilities
storage and retrieval originally meant using a database management system to store and
manage knowledge
And Knowledge Management Systems (KMS) supported by the fellow technologies
(Turban and others 2007)
Artificial Intelligence AI methods and tools are embedded in a number of knowledge
management systems either by vendors or by system developers Those methods can assist
in identifying expertise in eliciting knowledge automatically and semi automatically in
interfacing through natural language processing and in intelligent search through
intelligent agents
Intelligent Agents are software systems that learn how users work and provide assistance
in their daily tasks
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data Ti includes tasks known as
knowledge extraction data archaeology data expiration Data processing data dredging
and information harvesting
Extensible Markup Language (XML) enables standardized representations of data
structures so that data can be processed appropriately by heterogeneous system without
case-by-case programming This methods suits E-commerce
Additional to that technology tools that support knowledge management are called
Knowwarwe And most knowledge management software packages include one or more
of the following seven tools (Turban and others 2007)
1 collaborative computing tools
2 knowledge servers
3 enterprise knowledge portals
4 electronic document management systems
5 knowledge harvesting tools
6 search engines
7 knowledge management suites
The necessity of gathering knowledge from inside organization (Research amp Development)
and outside organization ( cooperatives customers suppliers) then using this knowledge
for inventing new value become more important than gathering material recourses And by
applying the concepts of knowledge management and learning organization the firm or
organization will achieve some benefit like (Prevaiz 2002)
- improve the invention and new services
- Improve decision making process
- Solve problems and reduce the mistakes
- Achieve customers loyalty
- Lower Research and Development cost
In his article EFQM Excellence Model and Knowledge Management Implications
Dilip
Bhatt present that key element of KM concept is a requirement to address People Process
and Technology issues in tandem and not focus on any one element See Figure (7) which
provides details of the sub-elements
Figure (7) Knowledge Management Components and sub-elements
Most likely any strategic implementation will impact ALL the elements to some degree
Therefore careful consideration must be made to all implication of any strategic
implementation A holistic approach is needed in strategy setting This is an area where
many companies fail whereby KM is seen as a technical (Dilip Bhatt EFQM Excellence
Model and Knowledge Management Implicationshtm )
In his Excellence Model and Knowledge Management Implications he has concluded that
KM is unique to any given organization just like a fingerprint A solution suitable for one
will most certainly not be appropriate to a another even if the two companies have similar
products services and are the same size The Model boxes represents the criteria against
which to assess an organization s progress towards excellence Each of the nine criteria has
a definition which explains the high level meaning of that criterion To develop the high
level meaning further each criterion is supported by a number of sub-criteria Sub-criteria
pose a number of questions that should be considered in the course of an assessment
(httpwwweknowledgecentercomarticles10101010htm)
ENABLERS - how we do things RESULTS- what we target measure and achieve
LEADERSHIP - How leaders develop and facilitate the achievement of the mission and vision develop values required for long term success and implement these via appropriate actions and behaviors and are personally involved in ensuring that the organization s management system is developed and implemented
CUSTOMER RESULTS - What the organization is achieving in relation to its external customers
POLICY amp STRATEGY - How the organization implements its mission and vision via a clear stakeholder focused strategy supported by relevant policies plans objectives targets and processes
PEOPLE RESULTS - What the organization is achieving in relation to its people
PEOPLE - How the organization manages develops and releases the knowledge and full potential of its people at an individual team-based and organization-wide level and plans these activities in order to support its policy and strategy and the effective operation of its processes
SOCIETY RESULTS - What the organization is achieving in relation to local and international society as appropriate
Source (httpwwweknowledgecentercomarticles10101010htm)
283- Open management systems
This management philosophy has been billed to create an open organization which is
encouraging its managers and workers to being highly combined and real participation in
management operation Its asking for new thought to employees that an organization might
to achieve better goals and values if the consideration of its employees change from jest a
worker whom take salary and doing rotten work to a business men behavior and thinking
through fast and right react initiative low cost increase quality and adapting this through
(Abo Bakr amp Al-Zoman 2007)
- transparency by numbers spread all reports (financials performances) to all
employees and teach them how to make a right decisions and their influence in
those numbers
- Adapting businessmen thought
- highly combined between organization parts in responsibilities
- Leadership or Top management factor is very important to change the behavior of
employees in new stage as participants through self management and feedback
information to know how their decision effect the general outcomes of an
organization
284- Electronic management
This concept related to other ones like E-business E-commerce and all of them refer to
using the new technology like internet and IT in management in order to improve the
performance
The term digital economy refers to the convergence of computing and communication
technologies on the internet and other networks and the resulting flow of information and
technology that is stimulating e-commerce and vast organization change This convergence
enables all types of information (data audio video etc) to be stored processed and
transmitted over networks to many destinations worldwide The digital economy has
helped create en economic revolution which was evidenced by unprecedented economic
performance and the longest period of uninterrupted economic expansion in history from
1991 until 2000 (Turban and others 2006) Using networks and other IT methods
(internet mobile wireless home computing intelligent system) gives a lot of advantages
to organizations performance
285- Social Trends
New organizations put a lot of effort to understand the need of customer what society
need and in today world there are a lot of important topics that peoples afraid about like
environment safety and health of employees pollution noisy crime joblessness poverty
and society problems (Abo Bakr amp Al-Zoman 2007)
Organization should put in its strategy those problems and chare with society to solve them
through caring about customer go with global change achieve quality admit that Human
investment is very important All of that will help it to carry some of organization
responsibilities to society
286- Model of EFQM
The EFQM Excellence Model is a framework based on nine criteria Five of these are
Enablers and four are Results The Enabler criteria cover what an organization does
while the Results criteria describe what an organization achieves Results are caused by
Enablers and Enablers are improved by using feedback from Results (Franz 2005) This
model was established by The European Foundation of Quality Management which was
founded in 1988 in order to develop a lasting quality management system for organizations
across Europe The foundation is considered to be a European version of Total Quality
Management The EFQM Excellence The Model was introduced at the beginning of 1992
and overworked in 2003 The EFQM Excellence Model is described as a practical tool
that can be used in a number of different ways (www EFQMorg)
As a tool for Self-Assessment
As a way to Benchmark with other organizations
As a guide to identify areas for Improvement
As the basis for a common Vocabulary and a way of thinking
As a Structure for the organizations management system
(EFQMorg httpwwwefqmorgDefaultaspxtabid=35)
287- ISO 9000
One of the new models or methods of TQM is ISO 9000 ISO (International Organization
for Standardization) is the worlds largest developer and publisher of International
Standards ISO is a network of the national standards institutes of 159 countries one
member per country with a Central Secretariat in Geneva Switzerland that coordinates the
system ISO is a non-governmental organization that forms a bridge between the public and
private sectors On the one hand many of its member institutes are part of the
governmental structure of their countries or are mandated by their government On the
other hand other members have their roots uniquely in the private sector having been set
up by national partnerships of industry associations Therefore ISO enables a consensus to
be reached on solutions that meet both the requirements of business and the broader needs
of society (httpwwwisoorgisoabouthtm)
The objective of the ISO 9000 series is to give purchasers an assurance that the quality of
the products or services provided by a supplier meets their requirements The ISO 9000
family of standards consists of four primary standards (Slack amp Lewis 2005)
- ISO 9000 Quality Management Systems Fundamentals and Vocabulary
- ISO 9001 Quality Management Systems Requirements
- ISO 9004 Quality Management Systems Guidelines for Performance
Improvement
- ISO 19011 Guidelines on Quality and Environmental Auditing
The five main elements of ISO 9001 are
1- Quality management system which emphasize the organization to established
document implement and maintain a quality management system and continually
improve its effectiveness in accordance with the requirements of this international
standard
2- Management responsibility which include management commitment customer
focus quality policy planning responsibility authority and communication
3- Resource management which include provision of resources human resources
infrastructure and work environment
4- Product realization like planning of product realization customer-related processes
design and development purchasing production and services provision and control
of monitoring and measuring devices
5- Measurement analysis and improvement (Slack amp Lewis 2005)
29- The important of applying TQM in higher education institutions
We are talking here about the public education institutions in Yemen And as we pointed
that applying TQM is one method of reengineering process of the public management in
order to improve its performance Improving public management is very important also
because of it s characteristics as concept of the State concept of Society and planning-
controlling general policies State responsibilities are offering their people what they need
and protect them from the grate changes in the world A responsive governance -that
international organizations recommend for develop countries- also need a quality
management to applied Word Bank and IMF keep asking undeveloped countries to reform
its governments management That it is in public sector in general and in the higher
education institutions we can see the real necessity of applying TQM
Administrators can effect meaningful change over the next several decades by instituting
TQM philosophy as a process for guiding colleges and universities toward total quality
improvement (TQI) If institutions of higher education follow the points of the quality
gurus like W Edwards Deming Philip Crosby Joseph Juran and Masaaki Imai they will
have (Cornesky amp Others 1991 P 89)
- Constructive competition
- Shared values and unity of purpose
- Collaboration on broad issues
- Simultaneous and synergistic planning
- Emphasis on responsibility to contribute
- Decentralized partnerships built upon situational management
- Team accountability
- Constancy of purpose
- Win-win resolution to conflicts via conflict management
- And probably most important a superior professorate student body and
administration In summary organizational culture will be transformed (Cornesky
amp Others 1991 P 89)
Linda Kaboolian in her article Innovations amp Public Management point that Quality
methods are most likely to be useful for improving the performance of public organizations
when
Stakeholders are united and support the organization s goals
Stakeholders are silent and management adopts the methods
The external environment more closely approximates a market with identifiable customers
Tasks are clearly defined
Goals are defined as outcomes rather than processes
Technologies are more certain to produce desired results
Definitions of organizational performance and success are clear and uncontested
Outcomes can be measured
Rewards are linked to performance (httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf)
210- TQM in Yemeni Higher Education Institutions
The Ministry of Higher Education Science and Research (MHESR) prepared recently a
national high education strategy Under the quality item it pointed that its right that the
majority of international universities adapts a quality systems for education But the
Yemenis universities don t Unfortunately even if there are some efforts but its limited not
regular and not applied in wide scope Also there isn t any formal authority to control or
supervise the education quality The strategy pointed also that the absences of A
Functioning Accreditation system and Quality assurance systems are very harmful for the
educational performance of the Yemenis public and private universities (HENS Strategy
2006 P 30)
This strategy asks for the necessity of quality assurance and related systems that help to
improve the academic programs in the universities It is also point under the (SWOT) item
that one of the most weakness point of education situation is the absence of quality control
systems and the functioning accreditation system which limiting the improvement of
academic amp administrative stuff So The Ministry of Higher Education Science and
Research (MHESR) with World Bank support made a contract with some experts under the
leadership of National Recognition Information Centre for the United Kingdom (UK
NARIC) helping the ministry to crate and develop quality systems in Yemenis universities
(HENS Strategy 2006 P 32)
In the end of this strategy they emphasis that the high education system in Yemen need to
adapt internal and external procedures to assure quality and that will lead to improve trust
between universities all society sectors and students But the most significant object is to
improve the general performance in universities (HENS Strategy 2006 P 65)
211- The Previous Studies
2111- Yemeni and Arabic Studies
21111- Al-Shami study (1997)
Study title
applying quality concepts in Yemeni industrial organizations
Study objects
Studying the basic concepts of quality and illustrating its importance and knowing the
extent of applying TQM concepts on Yemeni industrial organizations
Study conclusion
That Yemeni industrial organizations dont give a lot of attention to the standard
specifications and there are a selective process in applied it because of the weakness of the
Yemeni authority of standard and specifications
The lack of consciousness about TQM advantages and there aren t any TQM departments
all of that made applying TQM concepts very weak
Study recommendations
Study recommend activating the formal quality authorities like The Yemeni authority of
standard and specifications And it recommend also that Yemeni industrial organizations
should adapt the new concepts of quality and adapting the new systems of TQM in order to
improve the performance those systems depends on the standard that be created by ISO
21112 - Sofan study (2008)
Study title
Total Quality Management and Barriers Implementation field study in the general unite
service in the Republic of Yemen
Study objects
The study aims at exploring the possibility of applying TQM in the government sector and
identifying key obstacles before such application
Study conclusion
The study indicated that most employees find that there is support from top management
for their quality programs and the understand quality concepts
The study indicated that there are a number of obstacles facing implementation of TQM in
government departments
Study recommendations
Improve the consciousness of TQM concepts according to conduct meeting development
of specialized leaflets organizing conferences seminars and sessions And recruit TQM
specialist
Provision of necessary material human and moral support for the implementation of TQM
and expecting long-term not shot-term results And Increase bonuses moral support to
government staff (Sofan 2008)
21113 - Al-Komim study (2003)
Study title
Evaluation of Total Quality Management Application Results a field study on industrial
companies in Yemen
Study objects
The study aimed to examine TQM the conditions of its application and the results it has
accomplished in Yemeni industrial environment The problem facing its application and
the results obtained from applying TQM system
Study conclusion
The study pointed that there is a positive relation between TQM with all its elements (total
and individual) and all the study domains (domestic and foreign sales cost profitability
market share competitive advantage and the export ability) the application of TQM
system improves the performance level of the company And the best results one is
represent in market share competitive advantage export ability
Study recommendations
The sample companies should continue applying TQM and studying evaluating its system
to improve work Doing more market research and create the required environment for
applying TQM (Al-Komim 2003)
21114 - Al-Ofiry study (2006)
Study title
The Extent of Applying The Model of Total Quality Management in Yemeni Universities
Study objects
The study aimed at knowing the extent of applying the model of TQM in Yemeni
universities from the point of view of the sample of the educational administrative leaders
275 individuals
Study conclusion
The study presented that the degree for applying the model of TQM in Yemeni universities
(Aden Ibb) are mean (average) concerning the continuation of the educational teaching
and learning process and its developing and the participating in taking decision And few
toward the preparing for the TQM requirements in the university education developing the
university humanity cadres serving the society and the whole grand of the instrument
Study recommendations
Organizing training programmers for the university leaders administrators about the
concept of TQM and establishing complete data Increasing the government and social
support for university education staff satisfaction More decentralization (Al-Ofiry 2006)
21115 - Moozab study (2006)
Study title
The Role of Administrative Leadership in Applying TQM in the governmental
organizations an applied study on the Ministry of Education in the Republic of Yemen
Study objects
The research aims at recognizing constituents and requirements of applying TQM
represented in decentralization inquisition participation continuous improvement
focusing on the process through top managements support and aid what the extent top
management in the Ministry of Education participates in providing constituents and
requirements of applying TQM And what the extent the continuous improvement in
services participates in applying TQM Also what the extent that administrative problems
and barriers affect the constituent and requirements of TQM (Moozab 2006)
Study conclusion
The study present that there is a statistical relationship between managerial leaderships and
requirements of applying TQM through the importance of supporting top management to
realize success or failure
The study also concluded that managerial problems and obstacles affect the application of
TQM results also emphasized that continuous improvement and modernizing on the
ministry level work to provide the requirements of applying TQM and there is a positive
relationship since the more continuous improvement is the higher are the requirements of
applying TQM (Moozab 2006)
Study recommendations
The study recommend reviewing the organizational structure of Ministry of Education
eliminating job conflicts simplifying procedures and making a flat organizational structure
appropriate to TQM application It also recommend ministry to cooperates with Social
Development Fund in Yemen eliminating bureaucracy and centralism directing towards
democratic leadership participation transparency Establishing TQM department in the
ministry Directing towards educational development according to quality standards
(Moozab 2006)
21116- Abo Bakr amp Al-Zoman Study ( 2007)
Study title
The Obstacles and Constituents of Applying TQM in public sector in KSA an applied
study in Alryad city
Study objects
The study aimed to know the extent of applying TQM concepts in KSA knowing the
obstacles and constituents of applying TQM in public sector in KSA
Study conclusions
The study indicated that high level of samples believes in the important of applying TQM
to improve the performance it point also that the employees consciousness about TQM is
very high too
The study found that (588) of study samples organizations has an efforts about Quality
And the main reasons that made public organizations applied TQM was not to satisfied
customers but believing on the necessary of quality It also found there are TQM
departments in many organization of the study samples (Abo Bakr amp Al-Zoman 2007)
Study recommendations
The study recommend to invest the high level of employees consciousness about TQM to
increase the level of participating process in the improvement development plan and
decisions making Evaluating the organization culture always emphasizing on the new
organization culture It is also asked for adapting a strategic plans to achieve quality and
design a measure system that offered a continuous evaluation of the performance Offering
high standard training to top managements which help them to have a vision a strategic
planning and bring that reality Creating research amp development RD departments and
forming team works to solve problems
The study also emphases on establishing now IT information system And effective training
programs (Abo Bakr amp Al-Zoman 2007)
2112 - International Studies
21121- Hill Study (2008)
Study title
What Makes Total Quality Management Work A Study of Obstacles and Outcomes
Study objects
The purpose of the study was to determine what obstacles are associated with managing a
successful quality transformation and compare them to specific outcomes that measure
TQM success (Hill 2008)
Study conclusions and recommendations
This study showed the main obstacles to TQM and how they relate to specific outcomes It
also showed the most significant obstacles is not tying management s compensation to
achieving quality goals employees are not trained in quality improvement skills there are
not adequate resources to effectively employ total quality management employees are
resistant to change employees are not trained in problem identification and problem
solving techniques (Hill 2008)
When the twenty-one obstacles were correlated with potential outcomes three underlying
constructs resulted lack of planning for quality lack of training on quality and lack of
leadership for quality Then regression analysis was performed on the four undesirable
outcomes of TQM (frequent turnover of employees frequent turnover of management high
cost of implementing TQM outweighs the benefits and quality improvement efforts rarely
meet expectations) and it was found that lack of planning and lack of leadership were
significant for all four undesirable outcomes Lack of training was significant for the
frequent turnover of employees (Hill 2008)
This study is very beneficial for those involved in implementing or maintaining an effective
TQM system It can help those involved in TQM realize what potential obstacles can occur
and what the underlying constructs or reasons can be (Hill 2008)
21122- Ibekwe Study (2006)
Study title
Using Total Quality Management to Achieve Academic Program Effectiveness An
Evaluation of Administrator and Faculty Perceptions in Business School at Historically
Black Colleges and Universities
Study objects
The study aimed to evaluate the perceptions of administrators and faculty about using Total
Quality Management (TQM) to achieve academic program effectiveness in the school of
business at Historically Black Colleges and Universities (HBCUs) The purpose was to
evaluate the degree of faculty awareness practice and appreciation of using Total Quality
Management (TQM) to achieve academic program effectiveness and student-learning
objectives in the school of business in the United States This would require the
involvement and commitment of the institution s leadership faculty and staff through
planning promotion and implementation of total quality management (TQM) (Ibekwe
2006)
Study results and recommendations
The study indicated that the institutions who wants to achieve its goals and objectives must
ensure an effective leadership adequate funding a sound financial base and good financial
management practices a committed faculty and staff teamwork and collaborative
partnership and good governance It is therefore imperative that HBCUs must design
workable solutions to address and tackle problems that hinder regional and professional
accreditations (Ibekwe 2006)
Overall Ibekwes study was conducted to motivate HBCUs to encourage business schools
to adopt the TQM conceptsquality initiatives in order to strengthen their business program
effectiveness to achieve student-learning outcome and to maintain continuous quality
improvement Specifically the study evaluated the perceptions of the administrators and
faculty about using TQM to achieve academic program effectiveness and student learning
outcomes in HBCU business schools It provided a good assessment tool to identify those
vital elements of TQM such as strong leadership and coordination shared vision and
goals effective communication faculty interest and commitment adequate funding and
teamwork In essence the study suggests that TQM can be used as a viable tool to meet
student satisfaction and to achieve academic program effectiveness and student-learning
outcomes(Ibekwe 2006)
21123- Razvi Study (2002)
Study title
Total Quality Management Addressing Organizational Culture in a Health Care Institution
(HCC)
Study objects
the study aimed to explore the nature of the improvements that may arise from adapting a
TQM strategy for health care delivery in the absence of price indicators
Study conclusions
The study pointed that the awareness of a supportive organizational structure culture and
desired elements is increasingly relevant to organizations attempting to implement TQM
and its importance is being accepted as a major determinant of the success and in some
cases the survival of organizations in this ever-changing It also point that todays political
and economic environment is pressuring public institutions and organizations that were
considered impervious to change These typically large bureaucratic organizations are now
being expected to be increasingly efficient effective accountable and in some cases they
have to undergo tremendous change
Study recommendations
The study recommend that they should provide HCC with specific goals that it can now
address as a part of its ongoing strategy plan It also recommend to change the culture of
the organization towards supporting factors that are prerequisite for TQM (Razvi 2002)
21124- Byram Study (1994)
Study title
Total Quality Management Training For The Division of Administration and Finance at
The University of Wyoming A review of Results
Study objects
The purpose of this study was to review the results and the costbenefit of the Total Quality
Management Training provided by the Division of Administration and Finance at The
University of Wyoming
Study conclusions
The study found that the transformation to TQM cannot happened overnight And the
process is not meant to be a cure of all the universitys problems in short term but in long
one And training is very effective to encourage employees to use the knowledge gained in
practical applications at their work place (Byram 1994)
Study recommendations
The study recommend that trainers should determine the desired outcomes of training by
measuring and reviewing the progress all the time Also management should identify the
desired behavioral change develop a strategy to achieve these change And top
management should demonstrate leadership (Byram 1994)
3 Research Methodology
The purpose of this study is to know the possibility of applying Total Quality Management
(TQM) in Higher-Education Institutions in Yemen The first objective was to identifying
the importance of TQM for the quality of higher education services The second objective
was to identifying the level of awareness and consciousness of TQM concept among the
higher education institutions staff and administrations The third objective was to
identifying the possibility of applying TQM in higher education institutions and finally
bringing out some recommendations in the light of the finding this chapter will include
Research design Study population and sampling procedure Instrumentation Data
collection procedures Questionnaire survey Test and Data analysis
31- Research design
The research will try to describe the current TQM situation in HEI in Yemen through the
questionnaire that researcher designed the questionnaire composed of seven panel The
first one designed to determined the level of awareness and consciousness about TQM
concept among the higher education institutions staff and administrations The second
panel designed to identify the present commitment of HEIs top management toward
applying TQM The tired one asked about what HEI adapt to obtain a continues
improvement process The forth panel designed to know whether HEI offering a new
equipments and using high technology The fifth one designed to know if HEI adapting an
efficient organizational style systems The sixth panel designed to identify the human
resources improvement policies And the last one designed to know if HEI really concern
about their stockholders or not
32- population and sample procedure
The population of this study is the academic staff and administrative in higher education
institutions in Yemen including public universities research centers and Ministry of
Higher Education and Scientific Research There are 8 public universities Sanaa
University Aden University Taiz University Dhamar University Al-Huodidah
University Ibb University Hadramot University and Amran University There are many
research centers inside those universities additional to Yemen Center for Studies and
Research in Sanaa and its branch in Aden
The sample was selected randomly from population Four universities were selected to
represent the population Ninety one of academic staff and administrative official was
selected from four universities (Sanaa Aden Dahmar Hadramot) additional to the
Ministry of Higher Education and Scientific Research as a higher education institutions in
Yemen which have been chosen to conduct the survey questionnaire
33- Instrumentation
The questionnaire consist of two parts after a brief letter describing the aim of this
questionnaire the first part deals with the general information such as gender age
education qualification specific qualification years of services and current position The
other part consist of seven sections involves Awareness about TQM with 5 questions
TQM 1st to 6th requirements Top management commitment with 7 questions Continues
improvement with 5 questions New equipments and high technology with 5 questions
Efficient organizational style systems with 6 questions Human resources with 8 questions
and finally Customer focus (stockholders needs) with 6 questions (see Appendix)
34- Data collection procedures
In the theoretical part research depend on the available secondary data such as Books
Journals Formal reports Previous PhD Master thesiss Studies Researches Published and
unpublished reports of the higher education institutions Formal and informal reports of the
higher education institutions And in the field study part the researcher designed a
questionnaire composed of seven panel (see Appendix) 120 questionnaires were
distributed to the staff and administration in higher education institutions in Yemen only
deans dean assistants head of departments in the colleges around universities in Sanaa
Aden Dhamar Hadramot and MHISR 96 questionnaires came back 5 of them were
canceled 91 only were input to SPSS analyses program (758) from the distributer
questionnaires were back and that is an appropriate present The researcher suffered to
collect those questionnaires because of the superior of the study sample and their
responsibilities (deans the dean assistants the head of departments) The researcher also
travel to 3 cities additional to Sanaa to collect questionnaires
35- Questionnaire reliability
The questionnaire had been Judged by some academic staff in the universities some
sentences were added and others were removed Finally we come with 49 questions and
paragraphs (see Appendix)
(T test) and (One Way ANOVA) also used in this study And the following we find the
analysis results
36- Data analysis
The collected data were analyzed by using SPSS (originally Statistical Package for the
Social Sciences) This program was released in its first version in 1968 after being founded
by Norman H Nie and C Hadlai Hull SPSS is among the most widely used programs for
statistical analysis in social science (httpenwikipediaorgwikiSPSS)
Relationships try to identifying the level of awareness and consciousness of TQM concept
among the higher education institutions staff and administrations And will identifying the
possibility of applying TQM in higher education institutions through the coming out
percentage from the questionnaire sections We will see that more clearly in the coming
part
4 Data Analysis and Results
This research has obtained the results of questionnaire survey analyses which prepared to
determine the possibility of applying Total Quality Management (TQM) in Higher-
Education Institutions in Yemen according to the view of HEIs academic staff and
administration in universities research centers and ministry of higher education (MHESR)
And with differences like Job levels Education qualification Years of services All data
were input by SPSS and the extent of low and high limits of Mean were calculated as in the
following Table
41- Study samples properties results
The following tables shows the properties of the selected sample explaining the
information about the specific results about number of questionnaires in every university
and MHESR Gender Age Education qualification Specific qualification Years of
services and Current position of every one
Table (41) the extent of low and high Mean limits
the extent of low and
high limits of Mean
Acceptance
level
Applied
chances
1___180 Totally disagree
Very low
181___260 Disagree Low
261___340 Neuter Average
341___420 Agree High
421___5 Totally agree Very high
Table (42) Number of Questionnaires in every University
Frequency
Percent
Sanaa University 25 275
Aden University 25 275
Dhamar University 16 176
Hadramot University
13 143
M H E S R
12 132
Total 91 1000
Table (43) Gender of the study sample
Frequency
Percent
Male 88 967
Female
3 33
Total 91 1000
In table (43) we can see that female present only 33 from our study sample and that
refers to the low share of female among management staff in YHEI
Table (44) Age of the study sample
Frequency
Percent
36-45 years 6 66
46-55 years 46 505
56-65 years 22 242
over 66 years
17 187
Total 91 1000
Table (44) shows that 505 of our study sample their age between 46-55 years And this
the age of wisdom
Table (45) The Education qualification of the study sample
Frequency
Percent
Bachelor Degree
9 99
Master degree 5 55
PhD 77 846
Total 91 1000
Table (45) shows that 846 of our study sample have PhD and this refers to the
credibility of the study
Table (46) The Specific qualification of the study sample
Frequency
Percent
Management sciences
16 176
Economic sciences 7 77
Engineering sciences 8 88
Law sciences 9 99
Agriculture sciences 2 22
Medical sciences 7 77
computer sciences 2 22
Literature 26 286
Other 14 154
Total 91 1000
Table (46) shows the Specific qualification of the study sample with 286 Literature
176 Management sciences and 22 computer sciences
Table (47) The Years of services of the study sample
Frequency
Percent
less than 5 years
7 77
6-10 years 12 132
11-15 years 27 297
15-20 years 9 99
21-25 years 24 264
over 26 years 12 132
Total 91 1000
Table (47) shows the that 292 of our study sample serve between 11-15 years and only
77 serve less than 5 years in YHEI
Table (48) The Current position of the study sample
Frequency
Percent
C e n t e r M a n a g e r
2 22
Departments Head 31 341
College Dean 9 99
College Dean Assistant
15 165
Member of Staff 27 297
General Manager 7 77
Total 91 1000
Table (48) shows that 341 of our study sample are Departments Head in universities
and only 22 are center managers And that refers to the low number of research centers
in universities
42- The finding
The following tables clarify the finding of research which include the mean Std deviation
and descending of the all six TQM requirements additional to the awareness of TQM
421- the level of Awareness of TQM results
The following table clarify the mean Std deviation and descending about the first part of
our questionnaire Awareness of TQM
Table (49) The study sample answers analyses about Awareness of TQM
Questionnaire Descending Mean Std
Deviation
Applied
chances
QA1
Our Staff are aware of TOM concept and they are able
to apply the concept in our institutions (MEHRS
university research center)
1 360 122 High
QA2 The responsibilities of applying TQM lie on MHESR
which supervise universities amp centers5 186 113 Low
QA3
We have appropriate and effective system and we do
not need to implement the concept of TQM in our
institution
3 201 98 Low
QA4
TQM concept achieving only a partial improvement
and that is not appropriate to develop high education
quality services and outputs
2 221 118 Low
QA5
Top management in the institution realizes that
applying Total Quality Management gives their
organizations a competitive advantages
4 201 94 Low
M_A 234 50 Low
Before studying table (49) we have to clarify that paragraphsQA2 QA3 QA4 are
Negative paragraphs and they were design as a tricky questions And that intend their Mean
will be inverse of the extent of low and high Mean limits in table (41) other way it will be
like
Totally disagree Very high
Disagree High
Neuter Average
Agree Low
Totally agree Very Low
Studying and analyzing table (49) data shows that the study sample answers about
paragraphs (QA2 QA3 QA4 QA5) clarify that the applying chances is Low where the
Mean of these paragraphs are (186 201 221 201) when the only paragraph
(QA1)clarify that the applying chances is High with 360 Mean Therefore the m_A about
this part clarify that the applying chances is Low with Mean (234)
422- 1st requirement Top management commitment results
The following table clarify the Mean Std deviation and descending about the first
requirement of applying TQM Top management commitment
Table (410) The study sample answers analyses about the 1st requirement Top management commitment
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q1R1
Top management determines a clear vision to the
development and modernization process in the
institution
276 95 Average
Q1R2 Top management in the institution learns quality-
related concepts and skills
279 99 Average
Q1R3
Top management offers all requirements (financial
materials equipments) to achieve Total Quality
Management (TQM)
311 126 Average
Q1R4
Top management believes that everyone in its staff is
responsible for the quality of service that offered by
the institution
251 94 Average
Q1R5
Top management in the institution supports and
encourages any efforts that lead to improving the
general performance
288 110 Average
Q1R6 Top management in the institution work quickly to
solve problems that face the performance
288 118 Average
Q1R7
Top management in the institution depends on the
saved data and information when they make plans or
establish a management or academic decisions
321 124 Average
M_1ST 288 86 Average
Studying and analyzing table (410) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (276 279 311 251 288 288 321) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (288)
423- 2nd requirement continues improvement results
The following table clarify the Mean Std deviation and descending about the second
requirement of applying TQM continues improvement
Table (411) The study sample answers analyses about the 2nd requirement continues improvement
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q2R1
Top management makes the process of continues
improvement as one of the quality objectives in the
institution
291 129 Average
Q2R2
The institutions objectives activities and applied
systems have been evaluated regularly to be sure of
its suitability
329 129 Average
Q2R3The institution have a continues auditing system to
improve and develop its services 309 118 Average
Q2R4 The institution always compare its performance with
the competitors
334 118 Average
Q2R5 The institution rely on an obvious plan that follow-up
and assess all management and academic process
345 116 High
M_2ND 322 101 Average
Studying and analyzing table (411) data shows that the study sample answers about
paragraph (Q2R5) clarify that the applying chances is High where the Mean of these
paragraph is (345) when other paragraphs (Q2R1 Q2R2 Q2R3 Q2R4) clarify that the
applying chances is Average Therefore the M_A about this part clarify that the applying
chances is Average with Mean (322)
424- 3rd requirement New Equipments and High technology results
The following table clarify the Mean Std deviation and descending about the third
requirement of applying TQM New Equipments and High technology
Table (412) The study sample answers analyses about the 3rd requirement New Equipments and High technology
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q3R1 New technologies like computes machines and labs
are available in the institution 280 117 Average
Q3R2 The institution uses the new software to carry out its
different tasks
311 100 Average
Q3R3 The institution has a website 227 131 Low
Q3R4 The institution has a data bases and new information
which helps for planning and improving services 318 127 Average
Q3R5
There is an effective system in the institution to
maintains the equipments new technologies
machines labs and the different tools
332 124 Average
M_3RD 294 88 Average
Studying and analyzing table (412) data shows that the study sample answers about
paragraphs (Q3R1 Q3R2 Q3R4 Q3R5) clarify that the applying chances is Average
where the Mean of these paragraphs are (280 311 318 332) when the only paragraph
(Q3R3) clarify that the applying chances is low with (227) Therefore the M_A about this
part clarify that the applying chances is Average with Mean (294)
425- 4th requirement efficient organizational style systems results
The following table clarify the Mean Std deviation and descending about the forth
requirement of applying TQM efficient organizational style systems
Table (413) The study sample answers analyses about the 4th requirement efficient organizational style systems
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q4R1 The institution has a flexible organizational chart that
can be modified to adapt TQM system 309 105 Average
Q4R2 Employees and staffs job descriptions and tasks are
clear amp obvious in the institution
300 112 Average
Q4R3 The empowerment that given to the low management
level are clear amp obvious in the institution
319 107 Average
Q4R4 There is a clear mechanism that defined the internal
and external relationships in the institution 302 103 Average
Q4R5
Top management in the institution pays attention to a
continuous auditing in order to improve and develop
the systems amp different management process
314 106 Average
Q4R6 Top management in the institution empowers
employees or staff to solve quality problems 331 106 Average
M_4TH 312 85 Average
Studying and analyzing table (413) data shows that the study sample answers about all
paragraphs clarify that the applying chances is Average or central where the Mean of these
paragraphs are (309 300 319 302 314 331) Therefore the M_A about this part
clarify that the applying chances is Average with Mean (312)
426- 5th requirement Human Resources results
The following table clarify the Mean Std deviation and descending about the fifth
requirement of applying TQM Human Resources
Table (414) The study sample answers analyses about the 5th requirement Human Resources
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q5R1
Top management encouraged the employees
involvement in all management levels participating in
the planning process and making decisions
325 123 Average
Q5R2Top management encouraged the innovation in
management and academic processes
304 124 Average
Q5R3 There are standards to hire Academic amp Admin staff
in the institution
285 126 Average
Q5R4
Top management in the institution realizes that
training is one of the important elements in continues
improvement process so its offering it to all staff
269 112 Average
Q5R5 Training programs are designed according to the
necessity and specialty of HR in the institution 280 104 Average
Q5R6 There is a mechanism assessing the training
programs level of advantages 340 127 Average
Q5R7 Top management in the institution encourage
teamwork to achieve tasks
318 123 Average
Q5R8 The institution has a trained human staff who can operate
the new technologies and make benefit of use it 230 102 Low
M_5TH 294 88 Average
Analyzing table (414) data shows that the study sample answers about paragraphs (Q5R1
Q5R2 Q5R3 Q5R4 Q5R5 Q5R6 Q5R7) clarify that the applying chances is Average
where the Mean of these paragraphs are (325 304 285 269 280 340 318) when the
only paragraph (Q5R8) clarify that the applying chances is low with (230) Therefore the
M_A about this part clarify that the applying chances is Average with Mean (294)
427- 6th requirement Customer Focus (Stockholders needs) results
The following table clarify the Mean Std deviation and descending about the sixth
requirement of applying TQM Customer Focus (Stockholders needs)
Table (415) The study sample answers analyses about the 6th requirement Customer Focus (Stockholders needs)
Questionnaire Descending Mean Std
Deviation
Applied
chances
Q6R1
The institution conducts a survey to know
stockholders (Society amp students) needs and their
interest services
338 120 Average
Q6R2
The institutions management arranges the effective
mechanisms which insure meeting stockholderss
(Society amp students) needs
318 114 Average
Q6R3
The objectives of quality improvement operation
builds according to stockholders (Society amp students)
needs and expectations
325 115 Average
Q6R4
The stockholders (Society amp students) needs and
expectations were highly considering in the process
of planning and designing new academic programs
305 120 Average
Q6R5 The institution collects extensive complaint
information from stockholders (Society amp students)
329 120 Average
Q6R6 The institution conducts a stockholders (Society amp
students) satisfaction survey every year
348 119 High
M_6TH 327 102 Average
Studying and analyzing table (415) data shows that the study sample answers about the
paragraph (Q6R6) clarify that the applying chances is High with (348) when the answers
of paragraphs (Q6R1 Q6R2 Q6R3 Q6R4 Q6R5) clarify that the applying chances is
Average where the Mean of these paragraphs are (338 318 325 305 329) Therefore
the M_A about this part clarify that the applying chances is Average with Mean (327)
428- order of TQM requirement
The following table clarify the Mean Std deviation and descending about all requirements
of applying TQM according to the sample answers
Table (416) The order of TQM requirements according to the mean
Requirements Descending Mean Std
Deviation
Applied
Chances
M_1ST 6 288 86 Average
M_2ND 2 322 101 Average
M_3RD 5 294 88 Average
M_4TH 3 312 85 Average
M_5TH 4 294 88 Average
M_6TH 1 327 102 Average
M_ALL 310 73 Average
Table (416) present the collecting data of all tables and it shows the order of all elements
according to the Mean It shows that the 6th requirementCustomer Focus (Stockholders
needs) score the first one with (327) Mean In other hand the 1st requirement Top
management commitment score the final one with (288) Mean
Table shows that the applied chances of all TQM 6 requirements is Average with (310)
Mean
Table (417) One Way ANOVA analyses about differences according to serves years
Requirements
Years of services
Mean
Std Deviation
F Sig scheffe
less than 5 years
251 104
6-10 years
285 77
11-15 years
289 84
15-20 years
329 75
21-25 years
301 81
M_1ST
over 26 years
251 98
1241
297 NO
less than 5 years
263 73
6-10 years
292 92
11-15 years
309 101
15-20 years
393 77
21-25 years
351 112
M_2ND
over 26 years
302 90
2315
051 Yes
less than 5 years
260 108
6-10 years
275 55
11-15 years
288 88
15-20 years
347 57
21-25 years
303 95
M_3RD
over 26 years
285 108
1060
388 NO
less than 5 years
274 75
6-10 years
310 87
11-15 years
299 84
15-20 years
350 46
21-25 years
329 95
M_4TH
over 26 years
307 92
968 442 NO
less than 5 years
268 82
6-10 years
279 88
11-15 years
286 88
15-20 years
333 55
21-25 years
311 95
M_5TH
over 26 years
276 92
888 493 NO
less than 5 years
310 88
6-10 years
318 81
11-15 years
296 106
15-20 years
396 76
21-25 years
356 110
M_6TH
over 26 years
307 100
1956
094 NO
less than 5 years
271 79
6-10 years
293 64
11-15 years
294 77
15-20 years
355 44
21-25 years
324 86
M_ALL
over 26 years
286 82
164 16 NO
Studying and analyzing table (417) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Service Years Unless in the 2nd
requirement Continues improvement we can see there is a differences with statistical
significance Sig = 0051 for figures (4 5) (15-20 years) and (21-25 years)
But in general measure there is No differences with statistical significance Sig
Table (418) One Way ANOVA analyses about differences according to current
position
Requirements
Current position Mean
Std Deviation
F Sig
scheffe
Center Manager
307 91
Departments Head
289 86
College Dean
271 61
College Dean Assistant
308 77
Member of Staff
289 104
M_1ST
General Manager
247 59
554 735
NO
Center Manager
310 127
Departments Head
336 108
College Dean
324 122
College Dean Assistant
331 86
Member of Staff
313 106
M_2ND
General Manager
271 51
529 754
NO
Center Manager
200 85
Departments Head
319 96
College Dean
273 108
College Dean Assistant
289 46
Member of Staff
285 90
M_3RD
General Manager
277 84
1155
338
NO
Center Manager
275 106
Departments Head
319 91
College Dean
324 83
College Dean Assistant
303 69
Member of Staff
319 89
M_4TH
General Manager
274 91
485 787
NO
Center Manager
263 88
Departments Head
296 88
College Dean
292 77
College Dean Assistant
319 81
M_5TH
Member of Staff 286 100
404 844
NO
General Manager
275 71
Center Manager
250 118
Departments Head
344 104
College Dean
341 133
College Dean Assistant
312 108
Member of Staff
323 97
M_6TH
General Manager
305 64
553 735
NO
Center Manager
269 101
Departments Head
315 79
College Dean
303 81
College Dean Assistant
311 67
Member of Staff
311 89
M_ALL
General Manager
274 60
41 84 NO
Studying and analyzing table (418) data shows that there is No differences with statistical
significance Sig at the function level ( a = 0050 ) about the applied chances of TQM
requirements in YHEI according to the variable Current position
5 Discussion and Implications
The main aim of this study is to determine the possibility of applying Total Quality
Management (TQM) in Higher-Education Institutions in Yemen through the survey which
had been done in four universities Sanaa Aden Dhamar Hadramot additional to Ministry
of High Education (MHESR) in Sanaa 91 questionnaires as Table (42) shows are our
collection data from four main cities in Yemen
The first objective of this study was to identifying the importance of TQM for the quality
of higher education services And that what we try to present it in the 2nd part of this study
A Literature Review which highlights TQM and its development steps objects
principals requirements and its important of applying in higher education institutions in
order to improve the general performance
The second objective of this study was to identifying the level of awareness and
consciousness of TQM concept among the higher education institutions staff and
administrations Table (49) shows that Awareness about TQM among our sample study
is Low with (234) Mean This is support our previous view or think which was the
Awareness about TQM in YHEI is Low and it needs more attention and studied procedures
to display the culture of quality and TQM in YHEI
The third objective of this study was to identifying the possibility of applying TQM in
higher education institutions Tables (410) to (415) shows the levels of chances to
applying TQM requirements and every table illustrated one of the TQM 6 requirements
This study shows that the applied chances for the first requirement which is Top
management commitment is Average with 288 Mean according to table (410) and the
table shows that the paragraph Top management in the institution depends on the saved
data and information when they make plans or establish a management or academic
decisions comes ordinal in the first with 321 Mean when the paragraph Top
management believes that everyone in its staff is responsible for the quality of service that
offered by the institution comes in the end with only 251 Mean
The study also shows that the applied chances for the second requirement which is
Continues Improvement is Average with 322 Mean according to table (411) and the
table shows that the paragraph The institution rely on an obvious plan that follow-up and
assess all management and academic process comes ordinal in the first with 345 Mean
when the paragraph Top management makes the process of continues improvement as one
of the quality objectives in the institution comes in the end with 291 Mean
This study shows that the applied chances for the third requirement which is New
Equipments and High Technology is Average with only 294 Mean according to table
(412) and the table shows that the paragraph There is an effective system in the
institution to maintains the equipments new technologies machines labs and the different
tools comes ordinal in the first with 332 Mean when the paragraph The institution has
a website comes in the end with only 227 Mean This result point that even if there is a
website HEIs staff do not use it are cannot use it So they need a high level of training on
that
The study also shows that the applied chances for the fourth requirement which is
Efficient Organizational Style System is Average with 312 Mean according to table
(413) and the table shows that the paragraph Top management in the institution
empowers employees or staff to solve quality problems comes ordinal in the first with
331 Mean when the paragraph Employees and staffs job descriptions and tasks are
clear amp obvious in the institution comes in the end with 300 Mean And that refers to the
neediness of job descriptions in YHEI
This study shows that the applied chances for the fifth requirement which is Human
Resources is Average with only 294 Mean according to table (414) and the table shows
that the paragraph There is a mechanism assessing the training programs level of
advantages comes ordinal in the first with 340 Mean when the paragraph The
institution has a trained human staff who can operate the new technologies and make
benefit of use it comes in the end with only 230 Mean This result clearly shows the lack
of trained human staff in YHEI
This study shows also that the applied chances for the sixth requirement which is
Customer Focus (Stockholders needs) is Average with 327 Mean according to table
(415) and the table shows that the paragraph The institution conducts a stockholders
(Society amp students) satisfaction survey every year comes ordinal in the first with 348
Mean when the paragraph The stockholders (Society amp students) needs and expectations
were highly considering in the process of planning and designing new academic
programs comes in the end with 305 Mean
In general analyses shows that the applying chance in every requirements is Average with
the order that we can find it in table (416) this is a good percent but not excellent and it
shows that YHEI still needs a lot of procedures and hard work to improve its performance
in order to prepare an appropriate environment to make the applying chance of TQM
requirements better than know
6 Conclusion and Recommendations
This study clarify that the possibility of applying Total Quality Management (TQM)
in Higher-Education Institutions in Yemen is Average And the current environment
doesnt help to apply TQM requirements perfectly So MHESR and Yemeni
universities should give more attention to create the appropriate environment to
applied this system They have to start a studied procedures which came from a
scientific research and learn from other successful experiences in TQM in Higher
Education like Malaysia experience
MHESR and Yemeni universities have to develop the Awareness about TQM
among their staff by adapting workshops conferences training programs about
TQM culture and its principals important to apply in Higher Education Institutions
Top management in MHESR and Yemeni universities should have a clear vision
about development and modernization process they have to believe that everyone
in staff is responsible for the quality of service that offered to society Supporting
and encouraging any efforts that lead to improving the general performance
MHESR and Yemeni universities or YHEI have to adapt a continues auditing
system to improve and develop its services And they should rely on an obvious
plan that follow-up and assess all management and academic process with regularly
evaluating to be sure of its suitability
YHEI should have an updated websites and using new software to carry out its
different tasks with a new computes machines and labs
YHEI should have a flexible organizational chart that can be modified to adapt
TQM system a clear mechanism that defined the internal and external relationships
a clear amp obvious employees job descriptions and tasks
Top management of YHEI should encourage the innovation in management and
academic processes design training programs according to the necessity and
specialty of HR and realize that training is one of the important elements in
continues improvement process Also YHEI should have a strict standards to hire
Academic amp Admin staff specially in the universities without any circumlocution
YHEIs management should build the objectives of quality improvement operation
according to stockholders (Society amp students) needs and expectations Also they
should arrange the effective mechanisms which insure meeting stockholders needs
in the process of planning and designing new academic programs
MHESR have to create a new sector in the ministry to be a responsible about
improving and supervising all procedures in order to apply TQM requirements in
YHEI And in universities we suggest that to add TQM job to the University Dean
Assistant for Academic Affairs
YHEI have to increase the level of female share among management staff
YHEI should improve the life level of its staff in order to obtain the job satisfaction
which help to improve the general performance
7 References
Books
-Morgan C and Murgetroyd S (1995) Total Quality Management in the Public Sector Open University Press Chapter 4 TQM and Health Care
-Cooper Cary L and others (2005) The Blackwell Encyclopedia of Management Second edition Operations Management Blackwell Publishing Ltd Australia (p 247)
-Madu C N amp Kuei C (1993) Introducing strategic quality management Long Range Planning 26 (6) pp 121-31
- Witzel Morgan (2003) Fifty Key Figures in Management First edition Published by Routledge Taylor amp Francis Group London amp New York (p66-67)
- Zikmund William G (2003) Business Research Methods 7th Edition South-Western Page 10
- Shafritz Jay M and others (1998) International Encyclopedia of Public Policy and Administration Volume 4 R-Z Westview Press A Division of Harper Collins Publishers Inc (p 2267)
- Witzel Morgan (2001) The Biographical Dictionary of Management First edition Volume 1 A-JPublished by Thoemmes Press Bristol BS1 5RR England (p244)
- Boardman T J (1994) W Edwards Deming 1900-93 The American Statistician 48(3) 179-87
- Butman J and Roessner J (1995) foreword in JM Juran (ed) Managerial Breakthrough the classic book on improving management performance New York McGraw-Hill
- Cornesky Robert And Others (1991) Implementing Total Quality Management in Higher Education Magna Publications Inc
- Flood RL (1993) Beyond TQM New York John Wiley and Sons
- Cortada JW and Woods JA (1995) The McGraw-Hill Encyclopedia of Quality Terms and Concepts New York McGraw-Hill
- Crosby P B (1984) Quality without tears The art of hassle-free management New York McGraw-Hill
- Crosby P B (2000) Creating a useful and reliable organization The quality professionals role Quality Congress ASQsAnnual Quality Congress Proceedings 720-722
-Deming W Edwards (1982) Out of the Crisis Cambridge MA Productivity Press or
Washington DC The George Washington University MIT-CAES
- Ishikawa K (1985) What is total quality control The Japanese way Englewood Cliffs NJ Prentice-Hall
- Feigenbaum A V (1983) Total quality control New York McGraw-Hill
- de Mast J (2004) A methodological comparison of three strategies for quality improvement International Journal of Quality amp Reliability Management 21 198-213
- Hoyer R W amp Hoyer B B (2001) What is quality Quality Progress 34(7) 52-62
- Christopher Loveloch (2005) Services Marketing in Asia prentice Hall Pearson Education South Asia Singapore p 4 243
- Turban and others (2007) Information technology for Management 6th edition John Wiley amp Sons inc 2007 pages 379-380 390
-Turban and others (2006) Information Technology for Management 5th Edition John Wiley amp sons (Asia) Pte Ltd 2006 page 5
- Pervaiz K amp Kwang L (2002) Learning Through Knowledge Management Hardan Butterworth
- Tenner A R and DeToro I J (1992) Total Quality Management Tree Steps to Continuous improvement Addison-Wasley Publishing Company Inc Reading MA
- Dahlgaard J J and others (1994) the quality journey A journey without an end Carfax Publishing Company Arbingdon
- Fisher C M Barfield J Li J amp Mehta R (2005) Retesting a model of the Deming management method Total Quality Management 16 401 412
- Slack Nigel amp Lewis Michael (2005) The Black Well Encyclopedia of Management Operations Management Second edition Blackwell Publishing Ltd P 258-260
- Ahmed Jashim Uddin (2008) Quality and TQM at Higher Education Institutions in the UK Lessons from the University of East London amp the Aston University AIUB Bus Econ Working Paper Series No 2008- 12 httporpaiubeduWorkingPaperWorkingPaperaspxyear=2008
Arabic Books
- Yosef Tawfeq (2001) Quality Management Dar Alsafa Press Amman
- Alselmee Ali (2002) Superior Management Dar Gareeb Press Cairo
Studies
- Ehsan Mohammad (2004) Quality In Higher Education Theoretical Overview Asian Affairs Vol 26 No 3 61-72 July-September Page 63
- Gueorguiev Tzvetelin Quality of Higher Education 2006 University of Rousse Angel Kanchev Rousse Bulgaria
- Abas Z amp Yaacob Z (2006) Exploring the relationship between total quality management (TQM) strategic control systems (SCS) and organizational performance (OP) using a SEM framework Journal of American Academy of Business Cambridge 9(2) 161-166
- Christopher Lovelock ampEvert Gummesson (2004) journal of services research 7 Agu p 20-41
- Battisti Francesca De and others (2003) The Rasch Model to Measure Service Quality Working Paper n 272003 - Settembre Dipartimento di Economia Politica e Aziendale Universitagrave degli Studi di Milano Page2
- Sila I and Ebrahimpour M (2002) An investigation of the Total Quality Management survey based on research between 1998 and 2000 International Journal of Quality and Reliability Management Vol 19 No 7 pp 902-970
- Hellsten U and Klefsj B (2000) TQM as a management system consisting of values methodologies and tools The TQM Magazine Vol 12 No 4 pp238 244
- Kocakoc I D amp Sen A (2006) Utilizing surveys for finding improvement areas for customer satisfaction along the supply chain International Journal of Market Research 48 623-636
- McDonald I Zairi M amp Idris MA (2002) Sustaining and transferring excellence Measuring Business Excellence 6(3) 20-30
- Julia Franz (2005) The Government of Quality Reconstructing a neoliberal art of government in the field of further education Presentation Katholieke Universiteit Leuven 2December 2005
Unpublished Masters and PhD thesis
- Hill Deborah A (2008) What Makes Total Quality Management Work A Study of Obstacles and Outcomes A Dissertation Presented in Partial fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University UMI Number 3303697
- Ibekwe Lawrence A (2006) Using Total Quality Management to Achieve Academic Program Effectiveness An Evolution of Administrator and Faculty Perceptions in Business School at Historically Black Colleges and Universities A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Philosophy Capella University
- Alofiry Nabil Ahmed (2006) The Extent of Applying The Model of Total Quality Management in Yemeni Universities A thesis submitted to the Department of higher studies in The Education College
Ibb University In partial fulfillment of the requirement of the Masters degree in (Educational Administration amp supervision)
- Moozab Adel (2006) The Role of Administrative Leaderships in Applying TQM in the Governmental Organizations An applied study on the Ministry of Education in the Republic of Yemen Public and local Administration Department National Institute of Higher Management Sadat Academy for Management Sciences
- Razvi Shazia (2002) Total Quality Management Addressing Organizational Culture in a Health Care Institution (HCC) A thesis presented in partial fulfillment of the requirements for the degree of Master of Science in Administration at John Molson School of Business Concordia University Montreal Quebec Canada
- Byram James (1994) Total Quality Management Training For The Division of Administration and Finance at The University of Wyoming A review of Results A thesis submitted to the unit of applied science and technology and to the Graduate Scholl of the University of Wyoming in partial fulfillment of the requirements for the degree of Master of Science in Education Laramie Wyoming UMI Number EP25271
Reports
- QAA (1998) Quality Assurance in UK Higher Education A brief guide Gloucester UKQuality Assurance Agency for Higher Education
- HENS Strategy (2006) Higher Education National Strategy in Yemen amp The Future Work Planning 2006-2010 High education development project Ministry of Higher Education Science and Research (MHESR)
- Achievement Report 2007 amp 2008 work plan Ministry of Higher Education amp Scientific Research
Internet websites
- httpenwikipediaorgwikiW_Edwards_Deming
- httpenwikipediaorgwikiQualitycite_note-ASQglossaryQ-4 915 pm 422009)
- httpwwwdiscover6sigmaorgpost200510few-words-on-quality)
- httpwwwjsqcorgen
- httpwwwmftroucomedwards-deminghtml
- httpwwwschool-for-championscomtqmprincipleshtm
- Wikimedia Foundation (2006) Retrieved December 20 2006 from httpwwwc2com
cgiwikiFishboneDiagram
- SkyMark Corporation (2006) Retrieved December 10 2006 fromhttpwwwskymarkcom
- Work911Bacal amp Associates Business amp Management Supersite (httpwork911comarticlestqm1htm)
- httpsearchciotechtargetcomsDefinition0sid182_gci76312200html
- Dilip Bhatt EFQM Excellence Model and Knowledge Management Implicationshtm
- httpwwweknowledgecentercomarticles10101010htm
- httpwwwksgharvardedutaubmancenterpdfspublicsectorqualitypdf
- EFQMorg httpwwwefqmorgDefaultaspxtabid=35
Appendix (1)
Survey Questionnaire
Dear Sir or Madam
Greeting
TQM Total Quality Management is one of the important outputs of the development in management thought in our world today and it is one of the contemporary methods that were implemented in both private and public sectors and it achieved a great influence to improve the performance
TQM was implemented in many companies and organizations which score later a superior objectives and TQM become one of the important contemporary concepts that made a revolutionary development in the world of management Its philosophy belief that the management process must focus on integrating customer-driven quality throughout the organization asking for being special listening for customers needs because customer is the center of the organization thought
This study will try to studying and analyzing the possibility of applying TQM systems or concepts in higher education institutions in Yemen by asking its staff and administration in universities its research centers and ministry of higher education This Study is a Partial Fulfillment of the Requirement for the Degree of Master of Business Administration
Through this I am requesting your kind participation which involves filling the attached questionnaire Please notify that your participation of this questionnaire and your responses will be kept strictly confidential Thank you and best regards
Mohammed Ahmed Al-Sharafi
Important note Institutions refer to the ministry university or research center
Note This survey content of two parts
Please mark the appropriate answer
First General Information
1- Gender
Female
male 2- Age
26-35 years
Under 25 years
46-55 years
36-45 years
Over 66 years
56-65 years
3- Education qualification
High diploma
High school
Master degree
Bachelor degree
Other please clarify it
Ph D
4- Specific qualification
Political sciences
Management sciences
Engineering sciences
Economic sciences
Agriculture sciences
Law sciences
Computer sciences
Medical sciences
Other please clarify it
Literature
5- Years of services
6-10 years
Less than 5 years
15-20 years
11-15 years
over 26 years
11-15 years
6- Current position
2 TQM requirements
Please mark the appropriate answer
Totally disagree
Disagree
Neutral
Agree
Totally agree Questionnaire
Awareness about TQM
Our staff are aware of TQM concept and they are able to apply the concept in our institutions (MEHRS university research center)
1
The responsibilities of applying TQM lie on MHESR which supervise universities amp centers
2
We have appropriate and effective system and we do not need to implement the concept of TQM in our institution
3
TQM concept achieving only a partial improvement and that is not appropriate to develop high education quality services and outputs
4
Top management in the institution realizes that applying Total Quality Management gives their organizations a competitive advantages
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 1st requirement Top management commitment
Top management determines a clear vision to the development and modernization process in the institution
1
Top management in the institution learns quality-related concepts and skills
2
Top management offers all requirements (financial materials equipments) to achieve Total Quality Management (TQM)
3
Top management believes that everyone in its staff is responsible for the quality of service that offered by the institution
4
Top management in the institution supports and encourages any efforts that lead to improving the general performance
5
Top management in the institution work quickly to solve problems that face the performance
6
Top management in the institution depends on the saved data and information when they make plans or establish a management or academic decisions
7
Totally disagree
Disagree
Neutral
Agree
Totally agree 2nd requirement continues improvement
Top management makes the process of continues improvement as one of the quality objectives in the institution
1
The institutions objectives activities and applied systems have been evaluated regularly to be sure of its suitability
2
The institution have a continues auditing system to improve and develop its services
3
The institution always compare its performance with the competitors
4
The institution rely on an obvious plan that follow-up and assess all management and academic process
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 3rd requirement New Equipments and High technology
New technologies like computes machines and labs are available in the institution
1
The institution uses the new software to carry out its different tasks
2
The institution has a website
3
The institution has a data bases and new information which helps for planning and improving services
4
There is an effective system in the institution to maintains the equipments new technologies machines labs and the different tools
5
Totally disagree
Disagree
Neutral
Agree
Totally agree 4threquirement efficient organizational style systems
The institution has a flexible organizational chart that can be modified to adapt TQM system
1
Employees and staffs job descriptions and tasks are clear amp obvious in the institution
2
The empowerment that given to the low management level are clear amp obvious in the institution
3
There is a clear mechanism that defined the internal and external relationships in the institution
4
Top management in the institution pays attention to a continuous auditing in order to improve and develop the systems amp different management process
5
Top management in the institution empowers employees or staff to solve quality problems
6
Totally disagree
Disagree
Neutral
Agree
Totally agree 5threquirement Human Resources
Top management encouraged the employees involvement in all management levels participating in the planning process and making decisions
1
Top management encouraged the innovation in management and academic processes
2
There are standards to hire Academic amp Admin staff in the institution
3
Top management in the institution realizes that training is one of the important elements in continues improvement process so its offering it to all staff
4
Training programs are designed according to the necessity and specialty of HR in the institution
5
There is a mechanism assessing the training programs level of advantages
6
Top management in the institution encourage teamwork to achieve tasks
7
The institution has a trained human staff who can operate the new technologies and make benefit of use it
8
Totally disagree
Disagree
Neutral
Agree
Totally agree 6threquirement Customer Focus (Stockholders needs)
The institution conducts a survey to know stockholders (Society amp students) needs and their interest services
1
The institutions management arranges the effective mechanisms which insure meeting stockholderss (Society amp students) needs
2
The objectives of quality improvement operation builds according to stockholders (Society amp students) needs and expectations
3
The stockholders (Society amp students) needs and expectations were highly considering in the process of planning and designing new academic programs
4
The institution collects extensive complaint
information from stockholders (Society amp students)
5
The institution conducts a stockholders (Society amp students) satisfaction survey every year
6
- A- external cover
- B- table of contents
- C- Introduction
- D-TQM-literature Review
- E-Research methodologyDiscustionConclutionReferncesAppendixes
-
