Quality management practices and their impact on performance

Abstract

Purpose

This paper aims to explore the relationship between quality management practices and their impact on performance.

Design/methodology/approach

First, critical quality management practices are identified and classified in three main categories: management, infrastructure, and core practices. Then, a model linking these practices and performance is proposed and empirically tested. The empirical data were obtained from a survey of 133 Tunisian companies from the plastic transforming sector.

Findings

The results reveal a positive relationship between quality management practices and organizational performance. Moreover, the findings show a significant relationship between management and infrastructure practices. In addition, the results illustrate a direct effect of infrastructure practices on operational performance and of core practices on product quality.

Research limitations/implications

The conceptual model proposed and tested in this study can be used by researchers for developing quality management theory. In addition, this model may offer a flow chart to practitioners for effective quality management implementation.

Originality/value

The proposed model is the first one to distinguish the direct effects of infrastructure practices on performance from the indirect effects of these practices through the core practices. Besides, the use of path analysis method to study the direct and indirect relationships between quality management practices and their effect on performance dimensions.

Citation

Lakhal, L., Pasin, F. and Limam, M. (2006), "Quality management practices and their impact on performance", International Journal of Quality & Reliability Management, Vol. 23 No. 6, pp. 625-646. https://doi.org/10.1108/02656710610672461