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Why Indian manufacturing SMEs are still reluctant in adopting total quality management

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  • Jyoti Prakas Majumdar
  • B. Murali Manohar

Abstract

Total quality management (TQM) is an effective concept for improving the organisational performance of the manufacturing industries. Implementing TQM has become an essential business culture and a key survival tool for all manufacturing industries. TQM has been adopted by most of the large manufacturing industries, but small and medium enterprises (SMEs) in manufacturing sector of India are still reluctant to adopt TQM, though SMEs are the backbone of Indian economy. So, understanding the problems/difficulties of Indian manufacturing SMEs in implementing TQM has become very important. After thoroughly reviewing the literature and interviewing the management and quality teams of a number of Indian manufacturing SMEs, the authors identified their weaknesses/difficulties in adopting TQM, arranged them in order of their importance and recommended guidelines to overcome those difficulties, which will definitely contribute to successful implementation of TQM by manufacturing SMEs in India and other developing countries, for improving their organisational performance.

Suggested Citation

  • Jyoti Prakas Majumdar & B. Murali Manohar, 2016. "Why Indian manufacturing SMEs are still reluctant in adopting total quality management," International Journal of Productivity and Quality Management, Inderscience Enterprises Ltd, vol. 17(1), pages 16-35.
    • Handle: RePEc:ids:ijpqma:v:17:y:2016:i:1:p:16-35
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    References listed on IDEAS

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    Cited by:

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    2. H. Mahesh Prabhu & Amit Kumar Srivastava, 2023. "CEO Transformational Leadership, Supply Chain Agility and Firm Performance: A TISM Modeling among SMEs," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 24(1), pages 51-65, March.
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    5. Michael Mutingi & Ayon Chakraborty, 2021. "Quality Management Practices in Namibian SMEs: An Empirical Investigation," Global Business Review, International Management Institute, vol. 22(2), pages 381-395, April.

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