Abstract

This study is a research programme on the implementation of quality management in the manufacturing industry culminating in an implementation framework detailing the order in which certain tools and techniques should be implemented. It is intended as a guideline to the industry in general and to the small and medium sized enterprises (SMEs) in particular. Many companies, especially SMEs, are confused and unable to decide where to start, what and when to implement certain tools and techniques in their total quality journey. With a quality initiatives' implementation plan, the short and long term training needs are automatically identified and its implementation mechanisms designed. It is acknowledged that given the uniqueness of each potential organisation, there is a need for a customised implementation through the critical diagnosis of its present strengths, weaknesses, opportunities and threats. The study involved designing of a postal-survey questionnaire and mailing it to 1800 manufacturing companies in the Republic of Ireland. Questions were designed to capture information about the quality management practices and business results from supplier to manufacturing system to customer. Variables were categorised into seven items as used in the Malcolm Baldrige 1997 award criteria and scored using the scoring system practised by the award. The key findings point to the existence of a linear relationship between practice and performance. From the perspective of competitive advantage, firms are better off being big rather than small and with foreign partnership. Competitive sectors and those with larger export markets have better quality management practices and resulting performance are above industry average. Accreditation to ISO 9000 shows immediate short-term tangible benefits.