Identifying and Prioritization Effective Factors in TQM implementation Using AHP and DEMATEL Methods

The purpose of this paper is Identifying and Prioritization Effective Factors in TQM implementation Using AHP and DEMATEL Methods. TQM is universally accepted as one of the most understood change management programmes and is one of the strategies for confronting the global competitive challenge facing both manufacturing and service industries. The study involved a comprehensive literature survey as well as information and data collected in the Golrang Company in Iran. In this study were used two types of questionnaires, AHP questionnaire and DEMATEL questionnaire. After identified the hierarchical decision tree, In order to gather these data, AHP questionnaire is designed and distributed among 15 experts in Golrang Company. The study result shows that the main factors in TQM implementation are Management factors and quality factors (by AHP approach) and effective factors are Top management support and Quality management process (by DEMATEL approach). [Reza Kiani mavi, Shahram madanshekaf, Kiamars Fathi Hafshejani, Davood Gharakhani. Identifying and Prioritization Effective Factors in TQM implementation Using AHP and DEMATEL Methods. Life Sci J 2012;9(4):2586-2592]. (ISSN: 1097-8135). http://www.lifesciencesite.com. 384

[1]  Aidan P. Walsh,et al.  Total quality management continuous improvement: is the philosophy a reality? , 2002 .

[2]  K. Legge Human Resource Management: Rhetorics and Realities , 1995 .

[3]  John S. Oakland,et al.  Best practice in business excellence , 2002 .

[4]  Juan José Tarí Guilló,et al.  Critical factors and results of quality management: An empirical study , 2004 .

[5]  N. A. Dayton,et al.  The demise of total quality management (TQM) , 2003 .

[6]  François Sainfort,et al.  Quality management and the work environment: an empirical investigation in a public sector organization. , 2003, Applied ergonomics.

[7]  G. Easton,et al.  The Effects of Total Quality Management on Corporate Performance: An Empirical Investigation , 1998 .

[8]  Gregory M. Magnan,et al.  The rhetoric and reality of supply chain integration , 2002 .

[9]  C. Chow,et al.  A strategic service quality approach using analytic hierarchy process , 2005 .

[10]  David Sinclair,et al.  Effective process management through performance measurement: part I – applications of total quality‐based performance measurement , 1995 .

[11]  Luis G. Vargas An overview of the analytic hierarchy process and its applications , 1990 .

[12]  Hsin Hsin Chang,et al.  Development of performance measurement systems in quality management organisations , 2006 .

[13]  Hokey Min,et al.  Dynamic benchmarking of hotel service quality , 2002 .

[14]  Bodo Glaser Fundamentals of Decision Making , 2002 .

[15]  M. Bohanec,et al.  The Analytic Hierarchy Process , 2004 .

[16]  T. Saaty Relative measurement and its generalization in decision making why pairwise comparisons are central in mathematics for the measurement of intangible factors the analytic hierarchy/network process , 2008 .

[17]  B. Bergquist,et al.  TQM: terrific quality marvel or tragic quality malpractice? , 2005 .

[18]  Sanjay L. Ahire,et al.  Development and Validation of TQM Implementation Constructs , 1996 .

[19]  Vanumamalai Kannan,et al.  Benchmarking the service quality of ocean container carriers using AHP , 2010 .

[20]  Katerina Gotzamani,et al.  An empirical study of the ISO 9000 standards’ contribution towards total quality management , 2001 .

[21]  L. J. Porter,et al.  Identification of the Critical Factors of TQM , 1996 .

[22]  Germaine H. Saad,et al.  Managing quality: critical links and a contingency model , 2000 .