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Textiles and Paper Group, School of Materials, University of Manchester, Manchester M60 1QD, UK
William Lee Innovation Centre, University of Manchester, PO Box 88, Manchester, M60 1QD, UK
Abstract: Total Quality Management (TQM) is a well documented philosophy for improving business
and operations activities through adopting quality management systems, procedures and competencies.
The approach is underpinned by the notion of striving for excellence in performance in fulfilling
customer expectations. The aim of this pilot survey is to examine how widespread TQM has been
implemented within the UK textile manufacturing sector that is characterised by a high proportion
of Small and Medium sized Enterprises (SMEs) managing unpredictable and volatile demand. The
survey investigates the effects of quality management systems on business performance and highlights
a number of difficulties including cost constraints, and lack of training and productivity improvements.
Reported benefits in team working, quality awareness and customer satisfaction were noted.
Key words: Textile supply chain, Total Quality Management, survey, SMEs.
INTRODUCTION
0135
Total Quality
Management
(TQM)
Continuous
improvement
Empowering people
Caring for people
Involvement
TQM
Quality
Assurance
(QA)
QA
TQM
QC
QA
Compliance to
specification
Allocating blame
Quality
Control
(QC)
Inspection
Inspection
Policy deployment
Involve suppliers and customers
Involve all operations
Process management
Performance measurement
Teamwork
Employee involvement
Quality systems development
Advanced quality planning
Use of quality costs
FMEA
SPC
Develop quality manual
Process performance data
Self-Inspection
Product testing
Basic quality planning
Use of basic statistics
Paperwork controls
Salvage
Sorting grading, reblending
Corrective actions
Identify sources of non-conformance
Management
responsibility
Customers
(and other
interested
parties)
Requirements
Measurement
analysis and
improvement
Resource
management
Input
Customers
(and other
interested
parties)
Product
realization
Satisfaction
Product
Output
88
doi:10.1533/joti.2004.0058
Effective Total Quality Management in the textile fashion retail supply chain
Excellence
TQM
Quality Assurance
Quality Control
Inspection
doi:10.1533/joti.2004.0058
QMS present
Planned QMS
No QMS
All
organisations
Small
enterprises
Medium
enterprises
14
2
10
6
2
8
8
0
2
RESEARCH METHODOLOGY
QMS present:
15 years
12
More than 5 years 2
Small
enterprises
Medium
enterprises
6
0
6
2
Research methods
All
organisations
90
doi:10.1533/joti.2004.0058
Effective Total Quality Management in the textile fashion retail supply chain
Table 3 Profitability performance resulting from a
TQM approach
Improved profit
Reduced profit
All
organisations
Small
enterprises
Medium
enterprises
8
6
3
3
5
3
Responses
63%
50%
13%
13%
Major
concern
Minor
concern
Not a
concern
Cost constraints
Focus on shortterm goals
Seen as productiononly concern
Lack of training
2
0
5
2
2
7
Failure/Reject
rates
Customer
complaints
Customer
feedback
Cost of
quality
Other
All respondents
26
18
10
Enterprises
with QMS
14
11
Enterprises
without QMS
12
doi:10.1533/joti.2004.0058
91
Major
improvement
Minor
improvement
No
effect
Minor
deterioration
Major
deterioration
Quality awareness
Team working
Labour turnover
Safety
Customer complaints
Scrap/defect level reduction
Customer satisfaction
Additional sales
Productivity
Improved profitability
7
3
0
4
5
4
4
4
0
4
4
7
2
3
7
5
5
7
4
4
3
4
12
7
2
5
5
3
7
0
0
0
0
0
0
0
0
0
3
4
0
0
0
0
0
0
0
0
0
2
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FUTURE RESEARCH
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