A study of total quality management approach for Hong Kong industries.

A brief introduction to the history of Hong Kong, its economic achievements as well as its developments in total quality management is given. A review on the work of gurus and experts in TQM is also given. Founded on the Kanji/Asher's Quality Pyramid, a Cultural Model of TQM is developed and a method to compare, objectively, the seven TQM Gurus' principles with a spectrum of eight TQM dimensions is proposed. A survey on the principle and practice of TQM in the manufacturing industries of Hong Kong was conducted using a Chinese/English bilingual questionnaire. The design of the questionnaire was based on the development of the Cultural Model. Also, pitfalls in the implementation process of TQM were studied through two local cases, Wo Kee Services Limited and SKF China Ltd. Pitfalls encountered by each and both of them are described with suggested remedies given. It is noted that the Core Concept Internal Customer is Real is not receiving sufficient attention from industry. The 1-way ANOVA reveals that management considers the importance of product quality, handling of complaints, product functions, market price, warranty and service after sales to override other competitive parameters. FACTOR ANALYSIS reveals three underlying visions on competitive parameters by management and they are management vision on quality aspects aimed at meeting customer satisfaction, on better service and promotion, and on better choice available to customers. The results, in general, indicate that the Cultural Model fits well in the Hong Kong context. It is also noted that the common pitfalls encountered in the two case studies are the lack of management commitment, the lack of proper training, the lack of involvement of staff and the resistance to change from performance through management to performance through people.