From Kyoto to Singapore: the adoption of quality management in the services sector in Singapore
As quality is seen as becoming a competitive mandate, many organisations are said to be embracing the practice of Total Quality Management (TQM) as an improvement strategy. (Dale, 1999). Just as there are companies that claim that QM is benefiting them, the concept is increasingly also being criticised for not bringing about the promised results. Increasingly, doubts have been raised as to whether partial quality management-and not TQM-is being practised in organisations (Wilkinson et al., 1998). This paper examines the issues companies may be faced with in their attempts to embrace TQM in the service sector in Singapore. The paper utilises aspects of the Baldrige criteria in order to determine the progress of QM practising companies in Singapore towards the objectives of TQM. Drawing from, the first stage of work, conducted during the last four years, manufacturing companies are reported to be the more experienced QM practitioners. This paper covers two case studies of companies from the services sector. The analysis of the cases are categorised according a criteria based on Baldrige Award, namely: management leadership; strategic planning for quality; organisational structure for quality; maintaining quality information systems; education and training for quality; employee involvement; management of process quality; rewards and recognition for quality; obstacles and benefits of quality improvement. The companies analysed come from different industries in the services sector. The first case is a government-linked aerospace company that specialises in the maintenance and overhaul of military aircraft, AERO. The second establishment is a renowned chain of fast-food restaurants, HAMBURGER Restaurants.
Total Quality Management and Business Excellence
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