SURVEY ON THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT

IN MALAYSIAN AUTOMOTIVE SUPPLIERS

Introduction:
This survey is a part of a study on the evaluation of TQM implementation by using Theory of Constraints (TOC) approach in
Malaysian automotive suppliers. The main objective of this survey is to determine the extent of TQM implementation in Malaysian
automotive suppliers. The information obtained will be used for research purposes only and no attempt will be made to identify any
individual or organizations in any of our publications.
Instructions:
This questionnaire consists of 6 (six) main sections. Please read the questions carefully before answering them.

SECTION 1: GENERAL INFORMATION

In this section, we would like to know about your organization in general. Please tick (9) in the appropriate boxes or fill in the
blanks.
1.

What is the approximate number of employees in your company?

Less than 50

2.

51 to 300

More than 300

How much is your paid-up capital?

Less than RM10 million

RM10 million to RM49 million

More than RM49 million

3.

What is the nature of your company?

Manufacturing
Assembling
Service
Others (Please specify)

4.

What is the status of the ownership of your company?

Local
Joint Venture
Fully foreign
Others (Please specify)

5.

Which of the following quality initiatives has your company implemented and when did you start implementing it?
(Tick as many as apply).
Setting up a quality department
Developing strategies for total quality
Development of a quality system
Cultural change program
Customer satisfaction initiatives

6.

MS ISO 9002-2000
MS ISO 14001

Others (Please specify) ..

Which of the following quality awards have your company won?

Prime Ministers Quality Award
State Quality Award
Industry Excellence Award

8.

Applying Statistical Process Control

Employee involvement to improve quality
Supplier involvement program
Business processes improvement
Establishing measures of quality progress

Which of the following is your company certified to? (Tick as many as apply).
QS 9000
MS ISO 9001-2000

7.

(..)
(..)
(..)
(..)
(..)

Quality Management Excellence Award

None
Others (Please specify) ..

What is your position in your company?

CEO/ General Manager/ Director
Engineering Department Manager
Human Resource and Development Manager

Quality Assurance/Control Manager

Production Manager
Others (Please specify) ..

(..)
(..)
(..)
(..)
(..)

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SECTION 2: THEORY OF CONSTRAINTS UNDERSTANDING & PRACTICES
This section attempts to determine the understanding and practice of Theory of Constraints (TOC) in your company.
Theory of Constraints (TOC) is a combination of philosophy, concepts, principles, and tools conceived to maximize the
performance of any system by identifying, managing and breaking the most restrictive limiting factor that constraints system
performance.
1.

Have you ever heard about Theory of Constraints (TOC) before?

Yes

2.

No

Please circle the number of the response that best represents the level of implementation of TOC Thinking Process (TP) in your
company.
STATEMENT

DEGREE OF IMPLEMENTATION
Dont Know

To solve problem in my organization:

Not at all

Always

1. We frequently use Current Reality Tree (CRT) as problem analysis tools

when looking for core problems.

2. We frequently use Conflict Resolution Diagram (CRD) to generate

solutions to difficult problems.

3. We frequently use Future Reality Tree (FRT) to validate proposed

changes.

4. We frequently use Prerequisite Tree (PT) to plan the implementation of

changes.

5.

3.

We frequently use Transition Tree (TT) to implement changes.

If your company have implement one of the above TOC Thinking Process (TP) tools, when did you start implementing them?
Current Reality Tree (CRT)
Conflict Resolution Diagram (CRD)
Future Reality Tree (FRT)
Prerequisite Tree (PT)
Transition Tree (TT

()
()
()
()
()

SECTION 3: GENERAL TQM OPINIONS

This section deals with your opinion of Total Quality Management. The following statements are presented for your
evaluation. Please circle the number of the response which best represents the level of agreement that indicates whether you:
1 = Strongly disagree
2 = Disagree

3 = Neutral
4 = Agree

5 = Strongly agree

DEGREE OF
AGREEMENT

STATEMENT
1.

TQM is a management philosophy and practice to ensure effective and efficient use of all available
resources.

2.

TQM aims to make customer satisfaction as the focus of a business.

3.

Teamwork and participation are important for achieving a continuous improvement culture.

4.

Training and education are vital elements with respect to TQM implementation.

5.

Statistical techniques (such as Statistical Process Control, Design of Experiments, etc.) are important
to ensure consistency of product and process quality.

6.

Supplier involvement is vital in supporting quality improvement.

7.

Management leadership, commitment and support determine the success of new change initiatives.

8.

Management must provide adequate resources in every aspect of the business.

9.

A work environment, which is conducive for improvement, is created through management-worker

partnerships.

10. Initiatives such as Kaizen, suggestion schemes, quality circles, etc. will motivate employees to
participate in quality improvement.

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SECTION 4: TOTAL QUALITY MANAGEMENT PRACTICES
This section attempts to determine the level of TQM implementation in Malaysian automotive suppliers. Please circle
your perception on the importance of each statement listed below and the extent practice in your organization. Please use the
following scales:
A. IMPORTANCE (The level of perceived importance of the factor):
1 = Not important at all
2 = Not important

3 = Neutral important
4 = Important

5 = Very important

B. PRACTICE (The extent or degree of practice in your organization):

1 = Very low
2 = Low

3 = Moderate
4 = High

5 = Very high

For example: Quality policy is communicated to all employees.

If Importance = 4, this means it is perceived by you to be an important element for successful TQM
and Practice = 5, this means it is very highly practiced.

FACTORS

IMPORTANCE

PRACTICE

F1. Management Leadership

1. Top management ensures that every employee knows the companys mission
and business objectives.

1 2

1 2

2. Top management strongly promotes staff involvement in quality management

and improvement activities.

1 2

1 2

3. Managers and supervisors empower employees.

1 2

1 2

4. Communication links are established between employees and top management.

1 2

1 2

5. Top management takes care of employee well being (e.g. welfare, health and
safety provision, etc.).

1 2

1 2

6. Company fulfils its social responsibilities (such as environment friendly

operation, charity to school, etc).

1 2

1 2

F2. Resource Management

1.

Human resource ability considered in improvement activities.

1 2

1 2

2.

Employees are given information and training they need to do the job
effectively.

1 2

1 2

1 2

1 2

3.

Employees are given tools they need to do the job effectively.

1 2

1 2

4.

Sufficient financial resources provided to support improvement activities.

1 2

1 2

5.

Company manages its material resources effectively.

F3. Measurement and Feedback

1.

Customer satisfaction level are measured and monitored.

1 2

1 2

2.

Information on quality and customers are collected and analyzed.

1 2

1 2

3.

Information on operational and financial performances are collected and

analyzed.

1 2

1 2

4.

Employees views are listened to and acted upon.

1 2

1 2

5.

Employee performance are measured and recognized.

1 2

1 2

There is a quality improvement coordinating body (e.g. quality steering

committee).

1 2

1 2

Improvement teams are active in all departments.

1 2

1 2

3.

Quality improvement tools and techniques are widely used.

1 2

1 2

4.

The company practices continuous improvement of all its products, services,

and processes.

1 2

1 2

F4. Continuous Improvement

1.
2.

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FACTORS

IMPORTANCE

PRACTICE

F5. Supplier Quality Management

1.

Suppliers are selected on the basis of quality aspects.

1 2

1 2

2.

Company ensures that suppliers can maintain high technical standards and
meeting quality specifications.

1 2

1 2

3.

Company regularly conducts suppliers quality audits.

1 2

1 2

4.

Company works closely with suppliers toward long term partnership and
improvement.

1 2

1 2

5.

Suppliers provide relevant quality records and data.

1 2

1 2

Systems and procedures for quality assurances are implemented.

1 2

1 2

2.

Internal data collection system is established.

1 2

1 2

3.

Market information and feedback system is established.

1 2

1 2

4.

The employees involved in different processes know how to evaluate them.

1 2

1 2

F6. Systems and Processes

1.

F7. Education and Training

1.

Top management always updates their knowledge.

1 2

1 2

2.

Employees are trained for job related skills.

1 2

1 2

3.

Employees are trained on total quality concepts.

1 2

1 2

4.

Continuous learning is provided through education and training.

1 2

1 2

F8. Work Environment and Culture

1.

A pleasant environment exists in all working areas.

1 2

1 2

2.

Positive values such as trust, honesty, hardworking, are fostered by

management.

1 2

1 2

3.

Teamwork and involvement are normal practices in the company.

1 2

1 2

4.

The company adopts Employee satisfaction initiatives (such as suggestion

schemes, profit sharing, etc.).

1 2

1 2

Do your company implement (one of) TQM initiatives?

If your answer YES, please answer section 4, 5 and 6.

If your answer NO, please continue to section 6.

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SECTION 5: TOTAL QUALITY MANAGEMENT RESULTS
This section attempts to determine the performance of Malaysian automotive suppliers after implementing TQM.
Please circle the number of the response that best represents the level of agreement that your company has with the following
statements.
1 = Strongly disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly agree
DEGREE OF
AGREEMENT

STATEMENT
Since our company began implementing a total quality management program:
1.

Customer satisfaction has shown improvement.

2.

The numbers of products/service defects, errors, or failures found by the customer have decreased.

3.

The number of customer complaints has decreased.

4.

Our financial results have been improving.

5.

Our quality program has improved our business performance in general.

6.

Our company has developed a culture that emphasizes quality.

7.

The number of employees participating on quality teams has increased.

8.

Employee satisfaction has increased.

9.

Employee turnover has decreased.

10. Partnership with suppliers has improved quality of purchased parts.

Yes

11. Do you consider your TQM program successful?

SECTION 6: PERCEPTION ON BARRIERS TO TQM

This section requires you to help us identify the barriers or difficulties faced in trying to adopt TQM in your
organization. Please indicate the degree of agreement using the scale:
1 = Strongly disagree

2 = Disagree

3 = Neutral

4 = Agree

5 = Strongly agree
DEGREE OF
AGREEMENT

BARRIERS TO TQM
1.

Lack of understanding.

2.

Lack of preparation (No budget, no sponsor).

3.

Resistance to change (Too busy)

4.

Lack of vision.

5.

Lack of top management commitment.

6.

Lack of customer focus.

7.

Lack of resources.

8.

Lack of systems and structures for TQM activities.

9.

Availability to training.

10. Training with no purpose.

11. Costly consultancies, training programs.

12. Lack of rewards and recognition.

13. Lack of effective measurement criteria.

14. Lack of evaluation procedures and benchmark indices.

Would your company be interested in participating in the next phase of the project, which entails a detailed case study?
Yes

No

Will be considered

If Yes, please attach your business card so that we may contact you.
THANK YOU FOR YOUR COOPERATION

No