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Modelling total quality management in the Malaysian composite manufacturing industry

This paper investigates the enabler factors of total quality management (TQM) practices for a composite manufacturing company in Melaka, Malaysia. Leadership (L), training and education (TE), supplier management (SM), customer focus (CF), bench marking (B), continuous improvement (CI), employee re...

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Main Authors: Akmal, Suriati, Hasim, Nur Aiman Hanis, Sayed Nordin, Sayed Kushairi, Mamat, Mohd Fauzi, Hambali, Ruzy Haryati, Alshamsi, Abdulla Thamer Jumma Aldharif, Pawenang, Supawi
Format: Article
Language:English
Published: Penerbit Akademia Baru 2022
Online Access:http://eprints.utem.edu.my/id/eprint/26739/2/4470-ARTICLE%20TEXT-22488-1-10-20220331.PDF
http://eprints.utem.edu.my/id/eprint/26739/
https://akademiabaru.com/submit/index.php/mjcsm/article/view/4470/3315
https://doi.org/10.37934/mjcsm.7.1.1122
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spelling my.utem.eprints.267392024-06-06T11:23:21Z http://eprints.utem.edu.my/id/eprint/26739/ Modelling total quality management in the Malaysian composite manufacturing industry Akmal, Suriati Hasim, Nur Aiman Hanis Sayed Nordin, Sayed Kushairi Mamat, Mohd Fauzi Hambali, Ruzy Haryati Alshamsi, Abdulla Thamer Jumma Aldharif Pawenang, Supawi This paper investigates the enabler factors of total quality management (TQM) practices for a composite manufacturing company in Melaka, Malaysia. Leadership (L), training and education (TE), supplier management (SM), customer focus (CF), bench marking (B), continuous improvement (CI), employee relations (ER), and strategic planning (SP) were considered in this paper. They are the critical TQM elements that influence TQM processes (Y). A questionnaire was used to collect data from 27 employees of a composite manufacturing company in Melaka, Malaysia and analyzed using multiple regression analysis. Five out of the eight hypotheses positively fit with the conceptual model and show a positive effect of TQM practices. The research findings indicate that enabler factors, namely leadership (L), continuous improvement (CI), supplier management (SM), bench marking (B) and strategic planning (SP), have positive and significant effects on successful TQM practices. This study would benefit managers significantly to increase strategic planning, supply chain management, and bench marking through TQM practices. Penerbit Akademia Baru 2022-03 Article PeerReviewed text en http://eprints.utem.edu.my/id/eprint/26739/2/4470-ARTICLE%20TEXT-22488-1-10-20220331.PDF Akmal, Suriati and Hasim, Nur Aiman Hanis and Sayed Nordin, Sayed Kushairi and Mamat, Mohd Fauzi and Hambali, Ruzy Haryati and Alshamsi, Abdulla Thamer Jumma Aldharif and Pawenang, Supawi (2022) Modelling total quality management in the Malaysian composite manufacturing industry. Malaysian Journal on CompositesScience and Manufacturing, 7 (1). pp. 11-22. ISSN 2716-6945 https://akademiabaru.com/submit/index.php/mjcsm/article/view/4470/3315 https://doi.org/10.37934/mjcsm.7.1.1122
institution Universiti Teknikal Malaysia Melaka
building UTEM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Teknikal Malaysia Melaka
content_source UTEM Institutional Repository
url_provider http://eprints.utem.edu.my/
language English
description This paper investigates the enabler factors of total quality management (TQM) practices for a composite manufacturing company in Melaka, Malaysia. Leadership (L), training and education (TE), supplier management (SM), customer focus (CF), bench marking (B), continuous improvement (CI), employee relations (ER), and strategic planning (SP) were considered in this paper. They are the critical TQM elements that influence TQM processes (Y). A questionnaire was used to collect data from 27 employees of a composite manufacturing company in Melaka, Malaysia and analyzed using multiple regression analysis. Five out of the eight hypotheses positively fit with the conceptual model and show a positive effect of TQM practices. The research findings indicate that enabler factors, namely leadership (L), continuous improvement (CI), supplier management (SM), bench marking (B) and strategic planning (SP), have positive and significant effects on successful TQM practices. This study would benefit managers significantly to increase strategic planning, supply chain management, and bench marking through TQM practices.
format Article
author Akmal, Suriati
Hasim, Nur Aiman Hanis
Sayed Nordin, Sayed Kushairi
Mamat, Mohd Fauzi
Hambali, Ruzy Haryati
Alshamsi, Abdulla Thamer Jumma Aldharif
Pawenang, Supawi
spellingShingle Akmal, Suriati
Hasim, Nur Aiman Hanis
Sayed Nordin, Sayed Kushairi
Mamat, Mohd Fauzi
Hambali, Ruzy Haryati
Alshamsi, Abdulla Thamer Jumma Aldharif
Pawenang, Supawi
Modelling total quality management in the Malaysian composite manufacturing industry
author_facet Akmal, Suriati
Hasim, Nur Aiman Hanis
Sayed Nordin, Sayed Kushairi
Mamat, Mohd Fauzi
Hambali, Ruzy Haryati
Alshamsi, Abdulla Thamer Jumma Aldharif
Pawenang, Supawi
author_sort Akmal, Suriati
title Modelling total quality management in the Malaysian composite manufacturing industry
title_short Modelling total quality management in the Malaysian composite manufacturing industry
title_full Modelling total quality management in the Malaysian composite manufacturing industry
title_fullStr Modelling total quality management in the Malaysian composite manufacturing industry
title_full_unstemmed Modelling total quality management in the Malaysian composite manufacturing industry
title_sort modelling total quality management in the malaysian composite manufacturing industry
publisher Penerbit Akademia Baru
publishDate 2022
url http://eprints.utem.edu.my/id/eprint/26739/2/4470-ARTICLE%20TEXT-22488-1-10-20220331.PDF
http://eprints.utem.edu.my/id/eprint/26739/
https://akademiabaru.com/submit/index.php/mjcsm/article/view/4470/3315
https://doi.org/10.37934/mjcsm.7.1.1122
_version_ 1802981597565157376
score 13.211869

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