TQM practices of Japanese‐owned manufacturers in the USA and China

Abstract

Purpose

The main objective of this study is to explore the relationship between total quality management (TQM) practices and the business performance of Japanese‐owned manufacturers in the USA.

Design/methodology/approach

In this empirical study, 200 companies were chosen by random sampling from the universe group of 519 in August 2007. A total of 32 usable questionnaires were received, and the overall response rate was 16 percent.

Findings

The survey results show that TQM practices significantly influence the overall company performance of Japanese‐owned manufacturers in the USA. This implies that TQM is an effective method for improving business performance, regardless of where the company might be operating, as long as the TQM practices are appropriately implemented. In addition to the research data, findings from a field research also provide supplementary evidence to support this conclusion.

Originality/value

This study compares the findings from a recent survey conducted in the USA with the authors' previous study done in China. The survey uses the Malcolm Baldrige National Quality Award (MBNQA) criteria as a measuring scale, and the project adopts a pre‐tested questionnaire as a survey instrument, which has also been used in previous empirical studies.

Citation

Miyagawa, M. and Yoshida, K. (2010), "TQM practices of Japanese‐owned manufacturers in the USA and China", International Journal of Quality & Reliability Management, Vol. 27 No. 7, pp. 736-755. https://doi.org/10.1108/02656711011062363