UNIVERSITI PUTRA MALAYSIA

RANKING OF TOTAL QUALITY MANAGEMENT’s CRITICAL TECHNIQUES IN THE MALAYSIAN AUTOMOTIVE INDUSTRY

AMIR AZIZI

FK 2007 25

RANKING OF TOTAL QUALITY MANAGEMENT’s CRITICAL TECHNIQUES IN THE MALAYSIAN AUTOMOTIVE INDUSTRY

By

AMIR AZIZI

Thesis Submitted to the School of Graduate Studies, Universiti Putra Malaysia, in Fulfilment of the Requirements for the Degree of Master of Science

May 2007

DEDICATION

To my dear father and mother

With gratitude and love

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Abstract of thesis presented to the Senate of the Universiti Putra Malaysia in fulfilment of the requirement for the degree of Master of Science

RANKING OF TOTAL QUALITY MANAGEMENT’s CRITICAL TECHNIQUES IN THE MALAYSIAN AUTOMOTIVE INDUSTRY

By

AMIR AZIZI

May 2007

Chairman: Associate Professor Ir. Md. Yusof Ismail, PhD. Faculty: Engineering Today all organizations around the world are trying to optimize the business process

in the global market upon continuous improvement and total quality management in

order to survive in a competitive market. Since there are huge costs to implement all

tools and techniques of total quality management and it is not economical for any

organization to apply all. Nine Total Quality Management’s Critical Techniques

(TQM’s CTs) have been presented to implement in automotive industry. Each

technique has a special application but on the other hand, some of them can be used

for an assimilation objective and also some of them can be applied for more than one

objective. The main objective of this study has been based on both internal and

external customer satisfaction. In order to achieve the main objective, six significant

criteria as decision making parameters have been proposed. The study has ranked the

TQM’s CTs as alternatives regarding to each criterion through one of the best and

widely used decision making methods that is called Analytic Hierarchy Process

(AHP) in ten selected Malaysia automotive companies. It has also determined an

overall ranking of implementation of TQM’s CTs with respect to all criteria and by

considering their performance weight. The results of overall ranking of TQM’s CTs

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are listed as follows: (1) Advanced Product Quality Planning Process (APQP); (2)

Quality Function Deployment (QFD); (3) Failure Mode and Effect Analysis

(FMEA); (4) Production Part Approval Process (PPAP); (5) Statistical Process

Control (SPC); (6) Measurement Systems Analysis (MSA); (7) Management and

Planning (MP) tools; (8) Kaizen; (9) 5S.

It has also been found the weight of relationship of TQM’s CTs. For example,

FMEA and SPC, QFD and APQP, QFD and FMEA, and 5S and Kaizen have highest

relationship rather than other critical techniques of TQM.

Finally, an integrated implementation framework of the TQM’s CTs with respect to

their both relationship and performance weight has been suggested to create

awareness and to guide quality planning managers to have an effective

implementation of theses critical techniques of TQM.

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Abstrak tesis yang dikemukakan kepada Senat Universiti Putra Malaysia sebagai memenuhi keperluan untuk ijazah Master Sains

PENGKELASAN KAEDAH DAN TEKNIK KRITIKAL PENGURUSAN KUALITI YANG MENYELURUH DALAM INDUSTRI AUTOMOTIF

MALAYSIA

Oleh

AMIR AZIZI

Mei 2007 Pengerusi: Profesor Madya Ir. Md. Yusof Ismail, PhD. Fakulti: Kejuruteraan

Pada hari ini organisasi-organisasi diseluruh dunia mencuba untuk mengoptimumkan

proses perniagaan di dalam pasaran global melalui penambahbaikan berterusan dan

pengurusan kualiti menyeluruh agar kekal bersaing dalam pasaran yang kompetitif.

Memandangkan terdapat kos yang tinggi di dalam melaksanakan semua kaedah dan

teknik pengurusan kualiti menyeluruh dan adalah tidak ekonomikal bagi mana-mana

organisasi untuk mengaplikasikan kesemuanya. Sembilan Teknik-teknik Kritikal

Pengurusan Kualiti Yang Menyeluruh (TQM’s CTs) telah dibentangkan untuk

dilaksanakan di dalam industri otomotif. Setiap teknik mempunyai aplikasi yang

khusus tetapi pada masa yang sama teknik-teknik tersebut boleh digunakan untuk

objektif asimilasi dan kebanyakannya boleh diaplikasikan untuk mencapai lebih

daripada satu matlamat. Matlamat utama dalam kajian ini adalah berasaskan kepada

kepada kepuasan pelanggan dalaman dan luaran. Bagi mencapai matlamat utama,

enam kriteria penting sebagai parameter di dalam membuat keputusan telah

dicadangkan. Kajian ini telah mengkelaskan TQM’s CT’s sebagai alternatif bagi

setiap kriteria melalui kaedah yang terbaik membuat keputusan yang dinamakan

Proses Hierarki Analitikal (AHP) kerana ianya memberi keutamaan pelbagai

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alternatif bagi kriteria yang tertentu. Ianya juga boleh menentukan pengkelasan

keseluruhan TQM’s CT’s yang mengambilkira kesemua kriteria dan menimbangkan

prestasi pemberat bagi sepuluh kilang-kilang yang telah terpilih di dalam industri

otomotif di Malaysia.

Hasilan-hasilan daripada pengkelasan menyeluruh TQM’s CTs adalah disenaraikan

sepertimana di bawah: (1) Proses Perancangan Lanjutan Kualiti Produk (APQP); (2)

Pembahagian Fungsi Kualiti (QFD); (3) Analisa Kegagalan Mod dan Kesannya

(FMEA); (4) Proses Kelulusan Bahagian Pengeluaran (PPAP); (5) Proses Kawalan

Statistikal (SPC); (6) Analisa Sistem-Sistem Pengukuran (MSA); (7) Peralatan-

Peralatan Pengurusan dan Perancangan (MP); (8) Kaizen dan; (9) 5S.

Ianya juga telah menghasilkan perkaitan pemberat TQM’s CT’s. Sebagai contohnya

FMEA dan SPC, QFD dan APQP, QFD dan FMEA, 5S dan Kaizen mempunyai

perkaitan yang tinggi berbanding dengan teknik-teknik kritikal Pengurusan Kualiti

Menyeluruh (TQM) yang lain.

Akhirnya, kerangka perlaksanaan bersepadu TQM’s CT’s yang merujuk kepada

perkaitan dan pemberat prestasi telah dihuraikan bagi memberi kesedaran dan

panduan kepada pengurus-pengurus perancangan kualiti bagi perlaksanaan teknik-

teknik kritikal Pengurusan Kualiti Menyeluruh (TQM).

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ACKNOWLEDGEMENTS

I would like to give greatest thanks to my father, Abolghasem Azizi, for his financial

support, encourage, and guidance. Thanks from the bottom of my heart to my mother

for her affection and compassion.

I would like also to express my deepest gratitude to Dr. Md. Yusof Ismail, the

chairman of my supervisory committee. With all his encouragement, patience, expert

advice, warm understanding, and coordination of my research. In addition, I would

like to thank my other two supervisory committee members, Dr. Napsiah. Ismail, and

Dr. Md. Sapuan Salit for their helpful recommendation.

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This thesis submitted to the Senate of Universiti Putra Malaysia and has been accepted as fulfilment of the requirement for the degree of Master of Science. The members of the Supervisory Committee are as follows: Ir. Md. Yusof Ismail, PhD Associate Professor Faculty of Engineering Universiti Putra Malaysia (Chairman) Napsiah Ismail, PhD Associate Professor Faculty of Engineering Universiti Putra Malaysia (Member) Ir. Md. Sapuan Salit, PhD Associate Professor Faculty of Engineering Universiti Putra Malaysia (Member)

AINI IDERIS, PhD Professor/Dean School of Graduate Studies Universiti Putra Malaysia

Date: 17 July 2007

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DECLARATION I hereby declare that the thesis is based on my original work except for quotations and citations which have been duly acknowledged. I also declare that it has not been previously or concurrently submitted for any other degree at UPM or other institutions.

AMIR AZIZI Date: 04 June 2007

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TABLE OF CONTENTS

Page

DEDICATION ii ABSTRACT iii ABSTRAK v ACKNOWLEDGEMENTS vii APPROVAL viii DECLARATION x LIST OF TABLES xiii LIST OF FIGURES xiv LIST OF ABBREVIATIONS xvii CHAPTER 1 INTRODUCTION 1.1 Background of the Study 1.1 1.1.1 What is Total Quality Management? 1.1 1.2 Statement of Problem 1.2 1.3 Research Objectives 1.5 1.4 Benefit and Significance of the Study 1.5 1.5 Research Location 1.8 2 LITERATURE REVIEW

2.1 What are the Benefits of Implementing a Quality 2.1 Management System?

2.2 TQM and Organizational Performance 2.2 2.2.1 TQM Implementation Success 2.6 2.2.2 Difficulties of TQM Implementation 2.8

2.3 ISO 9001 2.10 2.4 QS 9000 2.10 2.5 ISO/TS 16949 2.11

2.5.1 ISO/TS 16949 - Automotive Suppliers 2.13 2.6 EFQM Fundamental Concepts 2.13

2.7 Quality Tools and Techniques in PDCA 2.14 2.8 TQM’s Tools and Techniques 2.18

2.8.1 Quality Function Deployment 2.27 2.8.2 5S 2.30 2.8.3 Kaizen 2.32 2.8.4 Management and Planning Tools 2.33

2.8.5 Five Core Techniques 2.35 2.9 Benefits of TQM’s Tools and Techniques 2.44

2.10 Difficulties of Usage of TQM’s Tools and Techniques 2.46 2.11 Interaction of TQM’s Tools and Techniques 2.47 2.12 TQM Factors 2.47

2.13 Decision Making 2.50

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2.14 Analytical Hierarchy Process 2.51

3 METHODOLOGY 3.1 Study 3.1 3.1.1 Data Collection 3.4 3.2 Initial Steps of Study 3.5

3.2.1 Nine TQM’s CTs 3.5 3.2.2 Objectives Functions 3.6 3.2.3 Six Significant Criteria 3.7 3.3 Ultimate Steps of Study 3.10 3.3.1 Hierarchy Model 3.10 3.3.2 Measurement Scales 3.13 3.3.3 Pairwise Comparisons 3.14 3.3.4 Ranking Method 3.15

4 RESULTS AND DISCUSSION 4.1 Results 4.1

4.1.1 Data Analysis 4.2 4.1.2 Interaction/Interrelationship of TQM’s CTs 4.6 4.1.3 Performance Preference of TQM’s CTs 4.8

4.2 Discussion 4.29 5 FRAMEWORK OF THE STUDY 5.1

6 CONCLUSIONS AND RECOMMENDATIONS 6.1 Conclusions 6.1 6.2 Recommendations 6.3 REFERENCES R.1 APPENDICES A.1 BIODATA OF THE AUTHOR E.1

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LIST OF TABLES

Table Page

2.1 Encountered difficulties of use of tools and techniques 2.9 2.2 History of application of Quality Management Tools (QMT) 2.18 2.3 Commonly used tools and techniques 2.19

2.4 Analysis of tools and techniques used within each function 2.23 2.5 TQM tools 2.24

2.6 Twelve tools and techniques for TQM 2.26

2.7 5S 2.32

2.8 Five core techniques 2.35

2.9 Use of basic SPC tools in Malaysian firms 2.39

2.10 Likelihood of occurrence 2.47

2.11 Eight critical factors for TQM 2.48

2.12 Summary of literature review 2.55

3.1 Decision making parameters 3.9

3.2 Five-points scale 3.13

3.3 Saaty’s nine-point scale 3.13

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LIST OF FIGURES

Figure Page

2.1 Complexity of 7 QC and 7 M Tools 2.15

2.2 PDCA and Seven Steps 2.16

2.3 Tools and Techniques in PDCA 2.17

2.4 Seven Quality Control Tools 2.22

2.5 Satisfaction with most Tools is Relatively High 2.25

2.6 TQM Conceptual Implementation Framework for Small Businesses 2.27

2.7 World Wide Quality 2.28

2.8 Five Core Techniques are Related to ISO-9001 and QS-9000 2.36

2.9 SPC Application Methodology 2.40

2.10 QFD and FMEA Interface 2.46

3.1 Research Flowchart 3.3

3.2 House of TQM’s CTs 3.6

3.3 Hierarchy Model of TQM’s CTs with respect to the Decision 3.12 Making Parameters

4.1 Categories of Companies 4.2

4.2 Types of Companies 4.3

4.3 Category of Teams 4.4

4.4 Experts’ Experience 4.4

4.5 Experts’ Education 4.5

4.6 Experts’ Designation 4.6

4.7 Interrelationship QFD with other TQM’s CTs 4.7

4.8 Highest Relationship between TQM Tools and Techniques 4.8

4.9 Hierarchy Framework of TQM’s CTs Efficiency 4.10

4.10 Ranking of TQM’s CTs Efficiency 4.10

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4.11 Performance Sensitivity of TQM’s CTs Efficiency 4.11

4.12 Hierarchy Framework of TQM’s CTs Effectiveness 4.12

4.13 Ranking of TQM’s CTs Effectiveness 4.12

4.14 Performance Sensitivity of TQM’s CTs Effectiveness 4.13

4.15 Ranking of TQM’s CTs Implementation Performance with respect to: 4.14 “Time to adopt as culture”

4.16 Ranking of TQM’s CTs Implementation Performance with respect to: 4.14 “Easy to use”

4.17 Ranking of TQM’s CTs Implementation Performance with respect to: 4.15 “Ability to increase or improve quality”

4.18 Ranking of TQM’s CTs Implementation Performance with respect to: 4.15 “Ability to analyze customer needs or affect on customer satisfaction”

4.19 Ranking of TQM’s CTs Implementation Performance with respect to: 4.16 “Ability to reduce quality costs”

4.20 Ranking of TQM’s CTs Implementation Performance with respect to: 4.16 “Ability to identify or reduce failures”

4.21 Contribution Percentage of Criteria and Alternatives 4.17 4.22 Hierarchy Framework of TQM’s CTs Implementation Performance 4.18

with respect to Goal: External Customer Satisfaction

4.23 Ranking of TQM’s CTs Implementation Performance with respect 4.18 to Goal: External Customer Satisfaction

4.24 Performance Sensitivity of TQM’s CTs Implementation 4.19 with respect to Goal: External Customer Satisfaction

4.25 Hierarchy Framework of TQM’s CTs Implementation Performance 4.20 with respect to Goal: Internal Customer Satisfaction

4.26 Ranking of TQM’s CTs Implementation Performance with respect 4.20 to Goal: Internal Customer Satisfaction

4.27 Performance Sensitivity of TQM’s CTs Implementation 4.21 with respect to Goal: Internal Customer Satisfaction

4.28 Ranking of TQM’s CTs Implementation Performance 4.22 with respect to final goal: “Overall Customer Satisfaction” 4.29 Performance Sensitivity of TQM’s CTs Implementation 4.22 with respect to final goal: “Overall Customer Satisfaction”

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4.30 Comparison between QFD and FMEA with respect to all Criteria 4.24 4.31 Ranking of TQM’s CTs Implementation Performance in aspect of 4.25

Foreign Companies

4.32 Performance Sensitivity of TQM’s CTs Implementation 4.25 in aspect of Foreign Companies

4.33 Ranking of TQM’s CTs Implementation Performance in aspect of 4.26 Local Companies

4.34 Performance Sensitivity of TQM’s CTs Implementation 4.26 in aspect of Local Companies

4.35 Ranking of TQM’s CTs Implementation Performance in aspect of 4.27 Large Companies

4.36 Performance Sensitivity of TQM’s CTs Implementation 4.27 in aspect of Large Companies

4.37 Ranking of TQM’s CTs Implementation Performance in aspect of 4.28 SMEs Companies

4.38 Performance Sensitivity of TQM’s CTs Implementation 4.28 in aspect of SMEs Companies

5.1 Operation Chart for TQM’s CTs Implementation Assessment 5.2

5.2 Proposed Framework for TQM’s CTs Implementation in 5.5 Automotive Firms

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LIST OF ABBREVIATIONS

5S Sort, Systematize, Sweep, Standardization and Self-discipline

AHP Analytical Hierarchy Process

AIAG Automotive Industry Action Group

APQP Advanced Product Quality Planning

BIC Business Innovation Capability

Cpk Process Capability

DMACI Define-Measure-Analyze-Create-Implement

DIRFT Do-It-Right-The-First-Time

DSS Decision Support System

EFQM European Foundation for Quality Management

FMEA Failure Mode and Effect Analysis

FMM Federation of Malaysian Manufacturers

HOQ House Of Quality

IAOB International Automotive Oversight Bureau

IATF International Automotive Task Force

ISE Industrial and Systems Engineering

ISO International Organization for Standardization

JIT Just In Time

MADMM Multi-Attribute Decision Making Methods

MCCDM Multiple Choice Criteria Decision Making

MP Management Planning

MSA Measurement Systems Analysis

NIC Newly Industrializing Country

NPC National Productivity Cooperation

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PA Productivity Award

PDCA Plan-Do-Check-Act

PDPC Process Decision Program Chart

PDSA Plan-Do-Study-Act

PMQA Prime Minister Quality Award

PPAP Production Part Approval Process

QC Quality Control

QMEA Quality Management Excellence Award

QFD Quality Function Deployment

QM Quality Management

QMS Quality Management Systems

QS Quality Systems

RPN Risk Priority Number

S.O.D Severity, Occurrence, & Detection

SIRIM Standards and Industrial Research Institute of Malaysia

SMEs Small and Medium Enterprises

SPC Statistical Process Control

SQA Supplier Quality Assurance

TPM Total Productive Maintenance

TPS Toyota Production System

TQM’s CTs Total Quality Management’s Critical Techniques TQM Total Quality Management

TS Technical Specification

VOC Voice of the Customer

CHAPTER 1

INTRODUCTION

1.1 Background of the Study

The concept of Total Quality Management (TQM) was introduced in some developed

countries such as; Japan and United States and resulted from the work of American

quality gurus like Joseph Juran, W Edwards Deming, and Armand Feigenbum and also

Japanese quality gurus such as Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo

(Department of Trade and Industry, 2006). Chiefly TQM is classified into two

categories; soft TQM (principles and concepts) and hard TQM (tools and techniques)

(Wilkinson et al., 1998; Evans and Lindsay, 1999). More attention to TQM has been

applied in the manufacturing sector especially in automotive industry (Shamsuddin and

Masjuki, 2003). Indeed quality is a vital, critical and competitive factor in today’s

business world. Most of the companies are looking for higher quality and lower cost by

implementing Quality Management Systems (QMS) such as ISO 9000 series, QS9000,

and TS16949 to attain higher customer satisfaction.

1.1.1 What is Total Quality Management?

TQM is a philosophy that involves everyone in an organization and in a continual effort

to improve quality and achieve customer satisfaction (Stevenson, 2005).

TQM is an approach to management that is characterized by the principles of customer

focus, continuous improvement, and teamwork. It is broadly agreed that TQM is an

integrated management philosophy aimed at continuously improving the performance of

products, processes, and services to achieve and surpass customer expectations (Chin et

al., 2002; Bayazit and Karpak, 2006). Berry (1991) defined TQM process as a total

corporate focus on meeting and exceeding customers' expectations and significantly

reducing costs resulting from poor quality by adopting a new management system and

corporate culture. In other word, TQM is a customer-oriented approach which uses

statistical tools and techniques, follows the plan-do-check-act scheme, implements the

measures, and continues to improve procedures for smooth fulfillment of plans.

The TQM approaches are listed as follows: (Stevenson, 2005)

1. Find out what the customer wants

2. Design a product or service that meets or exceeds customer wants

3. Design processes that facilitates doing the job right at the first time

4. Keep track of results

5. Extend these concepts to suppliers.

1.2 Statement of Problem

Although TQM’s tools and techniques have been recognized useful, in practice, there

are many difficulties for people to implement them effectively and efficiently

(Shamsuddin and Masjuki, 2003).

1. 2

The previous studies have shown that some firms fail when they implement TQM (Boje

and Winsor, 1993; Spector and Beer, 1994) because the implementation of TQM cannot

be successfully done without the use of suitable quality management methods (Sitkin et

al., 1994; Wilkinson et al., 1998; Zhang, 2000) such as tools and techniques of quality.

Bunney and Dale (1997) have concluded that the usage and selection of quality

management’s tools and techniques are vital to support and develop the quality

improvement process. Shamsuddin and Masjuki (2003) also supported that TQM can not

be ensured without the application of the appropriate tools and techniques.

Some disruptions when companies use unsuitable tools and techniques are

dissatisfaction which is in opposite of the ultimate goal of TQM, wasted time and lose of

money. Therefore, planning and selecting of the appropriate tools and techniques

considering on their application, performance priority, and relationship can prevent these

losses.

On the other hand, Tari and Sabater (2004) verified the necessary of implementation of

quality tools and techniques for TQM improvement.

It seems that most researches focus on soft TQM (Samson and Terziovski, 1999), often

they investigated on analyzing the relationships between the implementation of different

elements and several types of performance (Huarng and Chen, 2002; Kaynak, 2003), and

also some of them examined the effect of organizational environment on TQM

performance (Fuentes et al., 2004). There are no proper investigations on TQM’s

1. 3

techniques and tools for a specific industry to identify which of them are critical to be

implemented or which of them have a more performance to achieve higher customer

satisfaction. Also the other problem is that the firms do not know exactly which of tools

and techniques have more relationship and interrelationship to implement to each other.

The most literatures (Clinton et al., 1994; Perdomo-Ortiz et al., 2005) on TQM are

focused on the elements of TQM and the approaches taken to assure a successful

implementation (McQuater et al., 1995). However, less attention has been devoted to

identify critical factors or significant criteria for evaluating and offering a reasonable

priority of implementation of TQM tools and techniques.

There have been numerous studies on analyzing critical factors for implementing the

quality management’s concepts successfully and its influence upon performance (Saraph

et al., 1989; Badri et al., 1995; Black and Porter, 1996; Chin et al., 2002; Motwani,

2001), but there are few studies which have identified critical factors/criteria for

assessing performance of TQM’s tools and techniques. On the other hand, there are a lot

of studies upon tools and techniques of quality separately (Akao, 1997) but about their

relationship and performance priority; there is not any exact framework or proper

guideline to aware quality manager how to implement them.

Establishing and implementing of the QMS need to use the tools and technique of TQM

correctly and they should be economical. The importance of systematic and objective

analysis and the need of quality management tools in TQM have been felt more and also

a range of new tools has been developed (Shamsuddin and Masjuki, 2003).

1. 4

Today the implementation management and planning are very critical for top manager in

order to attain a higher revenue or satisfaction. It is necessary to offer the critical

techniques and standardizing their implementation according to their importance and

relationship weight. Quality Management (QM) cannot be practiced effectively and

efficiently without using a set of tools and techniques and also the choice of any tool is

not just automatic, rather situation specific. Some tools and techniques are essential in

any manufacturing firm – small, medium or large, if the management really wants to

handle the business professionally (Shamsuddin and Masjuki, 2003). In fact, any tool or

technique should not be taken in isolation for use without a strategic disposition.

1.3 Research Objectives

The main objectives of this research are:

1. To determine the distributive weight of TQM’s CTs with respect to their

performance to fulfill both internal and external customer’s satisfaction

2. To determine the relationship and interrelationship between TQM’s CTs

1.4 Benefit and Significance of the Study

Today companies in order to survive in a competitive market, need to re-engineering

business process and measuring performance systems. It is very significant to accurately

apply the TQM’s tools and techniques to fulfill customer needs because customers

expectations are always changing at a fast pace. On the other hand, the integrated model

is a valuable method for achieving this goal.

1. 5

Some benefits of this study are listed in the following:

1. Improve management decision making

2. Optimize the sequencing and ranking of usage of TQM tools and techniques

3. Institutionalize implementation of TQM tools and techniques

4. Identify the weaknesses especially in training of TQM’s CTs and the strengths

by regarding to TQM’s CTs applications.

This study has recognized the urgency of grading of TQM’s CTs with respect to their

performance weight. The study has identified the usage and implementation of TQM’s

CTs with respect to each factor that the factors have been selected according to both

internal and external customers values. On the other hand, Priority and relationship

between the TQM’s CTs have a significant role to increase customer satisfaction.

Mainly the study has focused on hard TQM especially critical techniques of TQM.

According to Chin et al., (2002) “tools and techniques” is one of the critical sub-factors

of “systems and techniques”. On the other hand, “systems and techniques” is one of the

critical factors of TQM implementation. This study has examined the possibility of

designing an integrated implementation framework for showing the interrelationship and

performance weight of critical techniques in implementing of Total Quality

Management (TQM) that can be used as a benchmarking model for other automotive

companies.

1. 6