A study on the factors affecting the quality management activities of abode brick enterprises in Mekong delta
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
International Conference on Marketing in the Connected Age (MICA-2018), October 6th, 2018
Danang City, Vietnam
A Study on the Factors Affecting the Quality Management
Activities of Abode Brick Enterprises in Mekong Delta
Ha Thi Thanh Tuyena*, Luu Ba Hoaa, Dang Thanh Sona
aKien Giang University, Kien Giang Province, Vietnam
A B S T R A C T
The purpose of this paper is to analyse the factors affecting quality management implementation in the adode
brick enterprises in Mekong Delta. To address quality problems and their associated costs, there are 151
branch managers were selected as viable, it was determined that sufficient information could be found in order
to meet the research objectives. From the fundamental of this study, this will be key to the strategy for the
forthcoming years. To accomplish these objectives, the data were calibrated by Cronbach's Alpha and EFA,
combined with multiple linear regression. Analysis results showed that there are 4 factors affecting of quality
management including: (1) Commitment to quality management activities; (2) Involvement of employee; (3)
Quality Management; (4) Competitiveness. Also it showed that commitment to quality management activity is
very important for implementing quality management in any company.
Keywords: Mekong Delta; adobe bricks; quality management
1. Introduction
Construction has an important role in the development of every country, it is vital for growth on
industrialization, urbanization. Vietnam have never before developed in construction than now, and will be
continuous growth up more in future. As we know construction is a worldwide activity with many special
characteristics and it includes projects of dramatically different types, sizes and complexities. Following the
developing of the build projects, material is input resources which most investors concentrated on, the material
can from a lot of sources like cement, steel, brick, sand, etc. According to Ministry in construction (2015),
Vietnam has been used 30 billion of bricks, and will keep going to spend 42 billion of bricks in 2020. The Prime
Minister of the Socialist Republic of Vietnam has accepted the project “Increasing to manufacture and using
adobe brick in Vietnam”, the UNDP also have awarded this project with total construction investment amount is
38,880,000 USD, and it will be practicing in the next 5 years. Generally, this project will help not only in
expanding the factory which make adobe brick small and medium enterprises, but it also increases its market
share in construction. Although having a potential manufacture and develop adobe bricks in Vietnam, supply
chain management still is the current lack in adobe brick enterprises in Mekong Delta. Therefore, the study “A
study on the factors affecting the quality management activities of abode brick enterprises in Mekong
Delta” is essential to analyzing and finding which factors can affect to companies’ performance from its input to
output. From the fundamental of this study, this will be key to strategy for the forthcoming years.
2. Research methodology
* Corresponding author. E-mail address: [email protected]
584
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
2.1. Theoretical basis
2.1.1. Quality
To understanding the role of quality, we turn to the 1920s when a comprehensive quality movement is
launched by Walter Shewhart Bell Laboratories, he also invent the SPC instrument for measuring the change
quantity of products. Then, two of his students including W. Edwards Deming and Joseph Juran were developing
the SPC tool in the US. Until 1951 the comprehensive quality control concept of W. Edwards Deming is
completely accepted by American businesses and it is well received in Japan.
Up until the 1980s, quality issues are considered by businesses in the United States as it have made
significant contribution to the success of the growth and dominance the economy. Joseph argues that quality is
the product's ability to response to customers, and it also provides for satisfaction . Then, he is a men who has
been inspired Bill Smith to invent a six-sigma quality process at Motorola - an improvement system and
eliminated defects as well. This is considered an effective tool to measuring, analyzing and controlling the output
of the production process to minimize defects and defective products.
In 1979, Crosby stated "Doing it right the first time". According to him, quality satisfy to requirements or
quality is no defects [3]; Quality is the ability of a product or service response to anticipated functions, and
without adverse effects. It can be said that the concepts of quality are emphasized to limit errors in the
production process to create perfect products to satisfy customer demand. This topic is focus on the production
process from raw materials to output to minimize defect products and more complete products.
2.1.2. Quality management
2.1.2.1. The concepts of quality management
Quality management is the application of methods, procedures and scientific and technical knowledge to
ensure that products are or will be produced in accordance with design requirements or the economic contract to
achieve the highest economic and technical efficiency. Quality management also is a unified system, the efficient
of various parts in organization which have a responsible for implementing quality parameters, maintaining and
enhancing quality levels, and satisfying the needs from consumers. Quality management means research, design,
produce and maintain the quality of products that have to satisfy the consumers’ demand. Quality management is
a systematic means to ensuring the respect for all components in an operational plan, however, without
emphasizing to consumer satisfaction [3].
2.1.2.2. Some quality management methods
In construction, TQM (Total Quality Management) concern projects which have been developed to
improve and maintain the quality over a longer period of time. TQM prevents the occurrence of defects, quality
problems from the beginning. Using statistical techniques and management skills to examine and monitor factors
which can affect to occurrence of defects in production system from research stage, design, supply and other
services which related to the process of quality formation. ISO (International Organization for Standardization)
is a quality assurance system throughout the design, manufacture, installation, service standardization and
thorough documentation. The ISO system helps businesses to improve their management to overcomes the
differences in standards, cross-country business practices, avoids to repeat testing and reduces costs commerce.
GMP (Good Manufacturing Practice): there are some regulations, the activities will be complied with the
quality and hygiene requirements. GHP (Good Hygiene Practice): There are the regulations, the activities to get
the hygiene requirements. HACCP (H: Harzard; C: Control; P: Point): is a system analyzing hazard and critical
control point. At all stages of production always analyze the hazards that may affect to the products, and control
those hazards at critical / necessary points.
Just In Time Theory - JIT (1970): A system was designed to eliminate the wasting in an organization.
Waste is anything that does not directly add value to product, especially time wasting, which will affect to
quality and increase costs. JIT also raised the issue of improving quality, reducing inventory and providing
maximum momentum to tackle the problem of production and consumption in time.
2.1.2.3. Some principles and models of quality management
The rapid growth of industry along with the 21st century technological advancement is an excellence
development in creating the quality awareness which has gained significant acceptance in construction process.
585
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
As the report by [3] has outlined some key principles for a successful quality improvement programs, including:
involving management, controlling quality management responsibility, cognitiving in staffs, education, reducing
the costs of quality (cost of preventions, cost of failures), emphasizing on prevention rather than testing after
having problems, solving problems in the first time and without mistakes. [9] argues that extending quality
management beyond the product including after-sales service, quality management, quality of the individual and
the company itself; He claimed that the success of a company is highly dependent on quality improvement, and
this was a never-ending task.
Commitment to continuous improvement can ensure that people will never stop learning; He has
advocated employee involvement as the key to the successful implementation of quality management totally, the
quality circles is an important means of achieving it, and he also has emphasized the importance of education,
and said that the quality would started and ended by itself. [6] has offered a holistic approach to quality
management that involving the creation of a collaborative and learning organization system has facilitated the
implementation of management processes, resulting to continuous improvement of processes, products and
services, as well as the fulfillment of employees, both of it always have an important role for customer
satisfaction and the survival of company. According to Abdullah and Tari (2012) have demonstrated that quality
management is influenced by six factors: (1) Management commitment has a strong impact on quality
management and this factor has been shown to influence quality management by other studies ([13]; [20]; [15];
[20]; [2]; [11]); (2) Customer focus has some cons in quality management, and this is also substantiated by other
studies ([17]; [13]); (3) Employee involvement also has function on quality management and this has been
demonstrated by several studies ([17]; [13]; [4]); (4) Training and education have made significant impact on
quality management and it has been presented in some studies ([17]; [4]; [12]; [19]; [1]); (5) Reward and
recognition have been demonstrated in [13]; (6) Supplier relationship has advantages on quality management and
this has been demonstrated by some studies ([13]; [7]).
2.2 Conceptual Framework
In this study, dependent variable is Quality management while independent variables are the factors
which can influence to quality management activities which are:
(1) Management commitment;
(2) Customer focus;
(3) Employee participation;
(4) Training and education;
(5) Reward and recognition;
(6) Relationship with the supplier
The variables and their relationship are as shown in Figure 1.
Independent Variables
586
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
Management commitment:
. Leadership
. Resources
. Support
. Management Involvement
Customer focus:
. Demand
Dependent Variable
. Research
. Improve
Quality management:
. Effective
. Benefit
Employee participation:
. Aware
. Work environment
. Resources
Training and education:
. Relevance of Training
. Frequency of Training
. Timeliness of Training
Fig. 1 Conceptual Framework
Source: Author in 2018
Reward and recognition:
. Compete
. Growth
Relationship
supplier:
with
the
. Long-time
. Solve problem
2.3. Method of data analysis
In this research, primary data was characterized through collecting questionnaire. Based on the research
objectives, questionnaires were designed for Vietnam construction industry. Data was collected by (random
selection) convenient sampling method between 10/2/2018 and 20/4/2018. [Answer: How we select companies?]
In this case of survey, the data collection was through self - completion schema by respondents who can
be from different departments of adobe brick factories including director, deputy director and heads of
department, etc. [Answer: Who are survey responsdent?]
According to Hair (1987) if we wanted to use the Factor Analysis Model (EFA), the sample size should
be at least 50, 100, and the observation rate on the measurement variable was 5:1. It means that a measurement
variable needed at least 5 observable variables. Because the analysis model has 21 variables to measure the
influence factors to quality management in adobe bricks, so the minimum sample size for observations is 21 x 5
= 105. However, to persure the highly representative for whole experiment, the author proposed to choose the
sample size was 151 enterprises. [Answer: How many companies have been investgated?]
Secondary data on adobe brick was compiled from: the report from Department of construction, Annual
abstracts of statistics, agencies, theses, documents, data on the Internet, newspapers, magazines, article papers in
domestic and foreign country which related to this topic.
2.4. Analytical methods
Verification of factors affecting quality management in adobe bricks by Cronbach's Alpha coefficient;
Analytical Factor Analysis (EFA) combined with multiple linear regression were the methods used for analysis
in this study.
The scale was chosen in this study was the Likert scale for the score from 1= totally disagree, 2 =
generally disagree, 3 = somewhat agree, 4 = generally agree, 5 = totally agree to measure the observed variables.
587
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
3. Result and discussion
Results of testing this model and identifying the factors affect to quality management in adobe brick
enterprises as follows:
3.1. Testing reliability of Scale’s Factors Affecting Quality Management in Adobe Brick enterprises in
Mekong Delta
Cronbach's Alpha coefficients have used before the analysis of EFA to reject unsuitable variables,
because if there were garbage variables, it would be create dummy factors [16]. According to the theoretical and
empirical studies have shown that the Cronbach’s Alpha coefficient have to be 0.6 or higher and the coefficient
of variation have the value from 0.3 or more will be accepted in the model. For variables with a coefficient of
correlation less than 0.3 would be eliminated.
Table 1: Result of testing Cronbach’s Alpha in the first time
Variables
Mean
73,15
Variance
157,557
Correlation
Alpha
0,929
MC1. Enterprises commit to perform quality
management effectively
0,730
MC2. The quality management activities are always pay
attention.
73,16
73,05
161,721
160,557
0,569
0,642
0,932
0,931
MC3. Quality management of product is the most
important thing in every company.
MC4. Commitment of leaders about quality management
73,14
73,27
156,027
159,612
0,741
0,651
0,929
0,931
MC5. Commitment to supporting activities for quality
management
MC6. Commitment to quality management different
resouces
73,01
73,13
73,17
73,32
162,280
155,409
154,819
156,338
0,652
0,746
0,751
0,716
0,931
0,929
0,929
0,930
CF1. Enterprises always have good response to customer
demand by high quality product
CF2. Enterprises always study the demand of market,
update information to improve quality
CF3. Customer is important factor to affecting the
quality activities
EI1. Professional training activities.
73,16
73,40
73,35
73,11
164,988
166,694
165,229
161,335
0,366
0,356
0,350
0,531
0,936
0,936
0,936
0,933
EI2. Frequency for professional training activities.
EI3. Timing for professional training activities
TE1. Employees actively take part in enhancing quality
activities
TE2. Awarness of employees when they work
72,94
73,02
156,056
158,353
0,708
0,653
0,930
0,931
TE3. Employees work in comfortable environment,
increase new ideas
RR1. Enterprises perform some good quality activities,
the quality organization would be accepted
73,00
72,98
159,360
163,206
0,575
0,615
0,932
0,932
RR2. The business would get the more rewards
(enhanced competitiveness) when perform the good
quality
RR3. Market will like the product when they have
certificate about quality
72,95
158,191
0,677
0,930
SR1. Have good relationship to suppliers
SR2. Supplier is a long-time customer
73,25
73,44
159,096
157,461
0,658
0,731
0,931
0,929
588
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
SR3. Solve problem to suppliers.
73,16
159,321
0,551
0,933
Cronbach’s Alpha = 0,934
Source: Analysis results from directly survey data, 2018
The results of Table 1 show that Cronbach's alpha results have a coefficient of correlation greater than 0.3
and a total correlation coefficient is greater than 0.6 but there are three variables TE1 (The professional training
activities), TE2 (Frequency of professional training activities), TE3 (Time of professional training activities) has
a relatively low coefficient of correlation so that the authors will remove 3 variables to perform analysis
Cronbach's Alpha in the second time as follows:
Table 2: Result of testing Cronbach’s Alpha in the second time
Variables
Mean
62,64
Variance
132,446
Correlation
0,746
Alpha
0,937
MC1: Enterprises commit to perform quality
management effectively
MC2: The quality management activities are always
pay attention.
62,64
62,54
62,62
62,75
62,50
62,62
62,65
62,80
62,59
136,378
134,930
131,197
134,426
136,852
130,358
129,989
131,067
136,044
0,580
0,673
0,749
0,662
0,668
0,766
0,763
0,743
0,540
0,940
0,939
0,937
0,939
0,939
0,937
0,937
0,937
0,941
MC3: Quality management of product is the most
important thing in every company.
MC4: Commitment of leaders about quality
management
MC5: Commitment to supporting activities for quality
management
MC6: Commitment to quality management different
resouces
CF1: Enterprises always have good response to
customer demand by high quality product
CF2: Enterprises always study the demand of market,
update information to improve quality
CF3: Customer is important factor to affecting the
quality activities
EI1: Employees actively take part in enhancing quality
activities
EI2: Awarness of employees when they work
62,42
62,50
130,752
133,012
0,737
0,676
0,937
0,939
EI3: Employees work in comfortable environment,
increase new ideas
RR1: Enterprises perform some good quality activities,
the quality organization will accept
62,48
62,46
62,44
134,465
137,997
133,221
0,572
0,614
0,683
0,941
0,940
0,938
RR2:The business will get the more rewards (enhanced
competitiveness) when perform the good quality
RR3: Market will like the product when they have
certificate about quality
SR1:Have good relationship to suppliers
SR2: Supplier is long-time customer
SR3: Solve problem to suppliers.
62,74
62,92
62,64
134,303
132,700
135,378
0,652
0,730
0,509
0,939
0,938
0,942
Cronbach’s Alpha = 0,942
Source: Analysis results from directly survey data, 2018
The results of Table 2 indicate that Cronbach's alpha testing have a coefficient of correlation greater than
0.3 and the coefficient of variation is greater than 0.6, so the scale and variable components are significant to
measure the factors that affect quality management in adobe brick enterprises. Data eligible to conduct EFA
analysis.
589
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
3.2. Exploratory Factor Analysis (EFA)
3.2.1 Exploratory Factor Analysis (EFA): the factors affecting the quality management
Performing EFA analysis, the tests as follows: (1) The reliability of the observation variables (factor
loading > 0.5); (2) Test the suitability of the model (0.5 ≤ KMO = 0.891 ≤ 1); (3) Bartlett's test for the
correlation of observation variables Sig = 0.000 <5% demonstrates that the variables are closely related; (4)
Cumulative variance test = 75.276% showed that the independent variables in this model accounted for 75.276%
of the factors affecting quality management in adobe brick enterprises (Hoang Trong and Chu Nguyen Mong
Ngoc, 2008); The results in analysing the exploratory factor remain unchanged with 18 observations and there
was a disturbance among the component variables. Hence, the author renamed the factors as follows:
The first factor include MC5, MC6, SR2, SR3, CF1, CF2, and CF3. Because the factor loading of MC5
variable have the largest value, so the author assigned this factor is the “Management Commitments".
The second factor is the observation variables like SR1, EI1, EI2, and EI3. And the factor loading in EI1,
EI2, EI3 variables are the largest, so the author named these factors are "Employee Involvement".
The third component is named "Quality Management", which include observation variables: MC1, MC2,
MC3 and MC4;
The fourth factor includes the observation variables RR1, RR2, and RR3 because of having largest value
in the factor loading, hence RR2 variable is so-called "Competitiveness" (Table 3).
Table 3: Result of EFA analysing: the factors affecting the quality management
Factor
Variables
1
2
3
4
MC5: Commitment to support quality management
activities.
0,819
0,738
CF2: Enterprises study to market, update information to
improve quality.
SR2: Suppliers are long-time customers.
SR3: Solve problem to suppliers.
0,708
0,690
MC6: Commitment to quality management diferent
resources.
0659
0,634
0,619
CF3: Customer is important factor to affecting the
quality activities
CF1: Enterprises always have good response to demand
of customers by high quality products.
EI3: Employees work in comfortable environment,
increase new ideas
0,834
0,822
0,765
0,752
TE2: Awareness’s worker on working.
TE1: Employees actively take part in enhancing quality
activities.
SR1: Have good relationship to suppliers
MC2: The quality management activities are always pay
attention.
0,868
0,814
0,793
0,710
MC1: Enterprises commit to perform quality
management effectively.
MC4: Commitmment of leadership about quality
management.
MC3: Quality management of product is the most
important thing in every company
RR2: The business will get the more rewards (enhanced
competitiveness) when perform the good quality
0,749
590
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
RR3: Market will like the product when they have
0,671
0,624
certificate about quality
RR1: Enterprises perform some good quality activities,
the quality organization will accept
KMO = 0,891
Cummulative Var = 75,276%
Sig = 0,000
Source: Analysis results from directly survey data, 2018
3.2.2 Exploratory Factor Analysis (EFA): quality management
Performing EFA analysis, the tests as follows: (1) Reliability of the observation variables (factor loading>
0.5); (2) Test a suitability of model (0.5 ≤ KMO = 0.649 ≤ 1); (3) Bartlett's test the correlation in observation
variables Sig = 0.000 < 5% demonstrates that the variables are closely related; (4) Cumulative variance test =
64,045% showed that the dependent variable in this model accounted for 64,045% of the quality management in
adobe brick enterprises (Hoang Trong and Chu Nguyen Mong Ngoc, 2008); The results in analyzing the
exploratory factor are unchanged with 3 observations and there is a disturbance among the component variables,
so the author suggested this factor is the “Quality management".".[ Answer: What is dependent variables? How
we measure them?]
Table 4: Result of EFA analysing: quality management
Factor
Variables
1
Quality management will be benefit to company
Quality management efficiency
0,853
0,798
0,746
Using resources effectively
KMO = 0,649
Cummulative Var = 64,045%
Sig = 0,000
Source: Analysis results from directly survey data, 2018
3.3. Analysis of factors affecting quality management activities of adobe brick enterprises in Mekong
Delta
In order to examine the effect of independent variables on quality management in producing and trading
adobe brick enterprises in Mekong Delta, the author uses a multiple linear regression to analysis, the results are
shown in Table 4 as follows:
Table 5: Result of multiple linear regression [No VIF]
Factor
B
1,588E-16
0,569
T
Sig.
Coefficient
0,000
18,119
11,601
10,698
17,081
1,000
0,000
0,000
0,000
0,000
Commitment to quality management activities
Environment of employees
Quality management activities
Competitiveness
0,364
0,336
0,536
Sig = 0,000
R2 adjust = 0,852
Durbin - Watson = 1,927
Source: Analysis results from directly survey data, 2018
Based on the analysis results in Table 5, the Sig. F coefficient of the model is 0.000 which is much smaller
than 1%. Therefore, the multiple linear regression model is statistically significant, it consistents with the data set
up and can be used. It means that independent variables have affected to dependent variable Y (quality
591
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
management); the adjusted R2 of the model is 85.2%, like the quality management variance are explained by the
factors in this model is 85.2%.
The results in Table 4 also show that all factors in this model are significantly: "Commitment to quality
management activities"; "Involvement of employees"; "Quality management activities"; "Competitiveness" is
significant at 1% which affects to quality management in adobe brick enterprises. Thus, the regression
coefficients have significant and the model was used well; The specific impact of each factor on quality
management in adobe brick enterprises as follows:
The "commitment to quality management activities"
This factor is positively correlated highly with quality management of adobe brick enterprises, which will
increase the quality management activities, the "Commitment to Quality Management" factor have beta value is
0.569, which means that when the elements of the "Commitment to quality management activities" increase to 1
unit, the impact on the quality management activities is also increased to 0.569. This is also the strongest factor
in quality management activities of adobe brick enterprises in Mekong Delta.
The “Involvement of employees"
Quality management of adobe brick enterprises gain benefit from this factor, it have influence on the
quality management, the " Involvement of employees" factor have Beta value is 0.536, it means when the
"Involvement of employees" increase 1 value, the quality management activities will increase to 0.536 points.
"Quality Management activities"
This factor have made substantial contribution to quality management in adobe brick enterprises. For
example, the "Quality management activities" factor has Beta value is 0.336, it means when the "quality
management" growth up 1 unit, the quality management activities will have 0.336 value.
"Competitiveness"
This factor derive advantages from the process of quality management activities in adobe brick
enterprises. When the "competitiveness" factor has a Beta value is 0.536, the "Competitiveness" factors will
increase 1 unit.
4. Conclusion and recommendations
After knowing the framework, the paper discussed the methodology as well as how the survey was
conducts. The results show that after addit and adjust the scale achieve a greate success in the reliability and
allowable values. The study proved that within the context of 151 representatives were: Director, Deputy
Director and Head of department of adobe brick enterprises in Mekong Delta, the success of quality management
in adobe brick enterprises obviously benefit enormously from four factors: (1) Commitment to quality
management activities; (2) Involvement of employees; (3) quality management activities; (4) Competitiveness.
This study will narrow the gap between the management of these factors and they should consider when
applying quality management. Based on the results of the analysis of factors affect to quality management, as
well as the practices of enterprises, the authors propose some recommendations to improve quality management
of adobe brick enterprises in Mekong Delta as follows:
"Commitment to quality management activities”
The enterprises should promote the commitment to customers on the effective quality management of
goods by leader should pay more attention to the operation of quality management;
"Involvement of the employees"
The enterprises should encourage the employees to actively participate in quality management activities
and raise the awareness of the employees by creating the working environment comfort, increased creativity;
"Competitiveness"
The enterprises should continue to step up their learning and develop new quality standards to satisfy the
needs of enterprises nowadays, then raising their competitiveness on the market;
"Quality management activities"
The enterprises should strengthen relationships with input and output suppliers in order to ensure the
supply and demand of enterprises to ensure quality and quantity. Always research the market requirements,
update market information to create quality products that ensure the commitment of the business effectively. At
the same time, enterprises need to strengthen the support activities in quality management, especially the input
and output stage of the product as this is the most powerful impact on the quality management of enterprises.
References
[1] Amar, K., & Zain, Z.M., 2002. Barriers to implementing TQM in Indonesian manufacturing organizations.
The TQM Magazine. 14(6): 367-372.
592
Ha Thi Thanh Tuyen, Luu Ba Hoa, Dang Thanh Son/ MICA 2018 Proceedings
[2] Baidoun S., 2003. An Empirical study of critical factors of TQM in Palestinian Organizations. Logistics
Information Management. 16(2): 156-17.
[3] Crosby, P. B., 1979. Quality is free. New York: McGraw-Hill
[4] Chin, K. S., Pun, K.F., Xu, Y., Chan, J.F.F., 2002. An AHP based study of critical factors for TQM
implementation in Shanghai manufacturing industries. Technovation. 22(11): 707-715.
[5] Deming, 1986. Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for
Advanced Engineering Study.
[6] Do T. T. & Nguyen L. P. T, 2017. Web site:
[7] Flynn, B.B., Schroeder, R.G., Sakakibara, S., 1995. The impact of quality management practices on
performance and competitive advantage. Decision Sciences. 26(5): 659-691.
[8] Hoang T. & Chu N. N. M, 2008. Analysis data research SPSS, episode 1. Hong Duc publishing. Ha Noi,
P296.
[9] Ishikawa, K., & Lu, D., 1985. What is total quality control? Englewood Cliffs, NJ: Prentice-Hall
[10] Jamali G., Ebrahimi M., & Abbaszadeh A. M., 2010. TQM implementation: An investigation of critical
success factors. International Conference on Education and Management Technology.
[11] Lau, H. C., Idris, M. A., 2001. The soft foundation of the critical success factors on TQM implementation in
Malaysia. The TQM Magazine. 13(1): 51-60.
[12] Lee, C.Y., & Zhou, X., 2000. Quality management and manufacturing strategies in China. International
Journal of Quality & Reliability Management. 17(8): 876-899.
[13] Lewis, W.G., Pun, K.F., Lalla, T.R.M., 2006. Exploring soft versus hard factors for TQM implementation in
small and medium-sized enterprises. International Journal of Productivity and Performance Management. 55(7):
539-554.
[14] Ministry of Construction, 2015. Basic knowledge about Abode bricks policy and standards (PNFB-5
module). Implementing Institute of Building Materials.
[15] Moono M., & Kasongo K., 2010. Factors that lead to a successful TQM implementation: A case study on
the Zambian. Tourism Industry.
[16] Nguyen T. D & Nguyen T. T. M, 2010. Sience research method. Statistic publisling Ha Noi, p390.
[17] Rahman, S., Bullock, P., 2004. Soft TQM, hard TQM and organizational performance relationships: an
empirical investigation. Omega. 33(1): 73-83.
[18] Sharp J. P., Sharif I. Kutucuoglu K., & Davies J., 2000. Factors affecting successful implementation of ISO
9001:2000. School of Management, University of Salford, UK.
[19] Tannock, J., Krasachol, L., & Ruangpermpool, S., 2002. The development of total quality management in
Thai manufacturing SMEs: a case study approach. International Journal of Quality & Reliability Management.
19(4): 380-395.
[20] Zakuan N., Muniandy S., Saman N.Z., & MdArif M.S., 2012. Critical success factors of total quality
management implementation in higher education institution: A Review. International Journal of Academic
Research in Business and Social Sciences. 2(12): 222-699.
593
10 trang
14180
Free
Bạn đang xem tài liệu "A study on the factors affecting the quality management activities of abode brick enterprises in Mekong delta", để tải tài liệu gốc về máy hãy click vào nút Download ở trên
File đính kèm:
- a_study_on_the_factors_affecting_the_quality_management_acti.pdf
