valadating quality system framework through ......mostafa ahmed shokshok ,and omran ali abu khrais...

23 ISSN: 2706-9542 (Print) ISSN: 2706-9532 (Online)

Journal of Alasmarya University مجلة الجامعة األسمرية

June 2019, Volume 36, Issue 1 (4112)يونيو 1 العدد (63) المجلد

VALADATING QUALITY SYSTEM FRAMEWORK

THROUGH PREIMPLEMENTATION PROCEDURES IN

LOCAL AND INTERNATIONAL COMPANIES

1*Mostafa Ahmed Shokshok,

2Omran Ali Abu Khrais

1Mechanical and Industrial Engineering Department, Faculty of

Engineering, Alasmarya Islamic University, Zliten, Libya

2Business Administration Department, Faculty of Economics and

commerce, Alasmarya Islamic University, Zliten, Libya

*Corresponding author email: [email protected]

Abstract:

This paper covers in detail the validation of the designed quality

culture framework, implementation flowchart and self-

assessment. The validation procedures are based on the findings

from literature review, questionnaire survey, and face-to-face

interviews. These sources of information were the base for

development of the QMS framework, implementation flow

chart, and self-assessment questions. By using the self-

assessment questions, Libyan companies can evaluate their

QMS status, and they can decide which part of the

implementation flowchart they start with. The validation of the

framework is conducted with foreign manufacturing companies

and Libyan quality experts. Through discussions and rework of

Mostafa Ahmed Shokshok ,and Omran Ali Abu Khrais

June 2019, Volume 36, Issue 1 (9112)يونيو 1 العدد( 63المجلد )22

the designed body of the quality culture framework, the

implementation flowchart and the self-assessment, the involved

experts agreed to start the implantation of the framework

proposed. The final validation processes of the framework will

be conducted through six months implementation in five Libyan

manufacturing companies. Once the final validation had been

conducted, it will be visible if the framework operates in

improving the company's QMS status.

Keywords: QMS, quality culture, implementation flowchart, self-

assessment, Libyan manufacturing companies 1. Introduction

I. INTRODUCTION

The quality culture framework (as shown in figure 1) [1], and QMS

implementation flowchart proposed for Libyan manufacturing companies

(as shown in figure 2) [2], needs to be validated. This part is considered to

be crucial because this is where a practicable of the conceptual

implementation framework for Libyan industrial companies was introduced.

A QMS self-assessment is designed based on the work of Ab Rahman and

Tannock [3], Ab Rahman [4], HKMA [5], Jung et al. [6], Lau et al. [7],

Malcolm Baldrige National Quality Program [8] and QMEA [9]. The author

contacted a number of quality experts in Libya and industrial managers

working in foreign companies. First, the author contacted four managers

working in foreign different manufacturing companies, and then the author

arranged four meetings with experts in Libya who have a good quality

management background.

VALADATING QUALITY SYSTEM FRAMEWORK THROUGH

PREIMPLEMENTATION PROCEDURES IN LOCAL AND INTERNATIONAL

COMPANIES

Journal of Alasmarya University مجلة الجامعة األسمرية23

Figure 1: Quality culture conceptual implementation framework

Source: [1]

Cust

omer

s Suppliers

National culture

Micro environment (internal)

Government institutionsUniversiities and

educational institutions

Technical training centers Consultancy institusions

Organizational culture

Macro environment (external)

Leadership

Strategic

quality

planning

Customer and

market focus

Measurements

analysis and

knowledge

management

Workforce

focus

Process

management

Quality

Results



Management

Preparation

Culture Change

Check (C)

Act (A)

Do (D)

Plan (P)

Obtain team’s feedback

Conduct competitive benchmarking

Assess internal business performance

Obtain employees feedback

Obtain suppliers feedback

Benchmark world-class performance

Successful

indications?

Successful

modifications?

Stage III

Quality culture

implementation

Stage I

Quality culture

awareness

Stage II

Quality culture

preparation

Start

Increase Quality culture awareness in

all levels

Review organization status of quality

culture adoption

Confirm management commitment to

quality culture

Create corporate quality culture vision

Form quality culture steering

committee

Formulate quality culture objectives

and strategies

Communicate quality culture campaign

Promote quality culture education and

training

Identify advocates and resistors

Plan for quality culture implementation

Determine improvement projects

Compose project teams

Provide team training

Activate team efforts

Diagnose national

culture variables

Make necessary

national culture

changes

Re-diagnose national

culture variables

Suitable for

QMS?

Suitable for

QMS?

No

No

No

Yes

Modify organizational infrastructure

Refine scope, objectives and

methodologiesYes

Diagnose organisational

culture variables

Make necessary

organisational culture

changes

Suitable for

QMS?

Re-diagnose

organisational culture

variables

Suitable for

QMS?

Yes

Yes

No

No

Yes

Yes

No

Establish a quality culture department

Obtain users / customers feedback

Figure 2: QMS implementation flowchart, Source: [2]

II. Framework Validation with Foreign Companies



COMPANIES

Journal of Alasmarya University مجلة الجامعة األسمرية25

Details of the foreign companies participated in the validation shown in

Table 1. All four companies are large size manufacturing companies and

considered to be a TQM companies as mentioned by the interviewees. The

interviewees have suggested a number of remarks regarding the QMS

implementation framework and the assessment steps. Remarks on the

quality culture implementation flowchart, interviewees suggested to

introduce a quality culture department in the company hierarchy chart to

plan for quality activities, follow up the activities with different departments

within the company, and take correction measures where needed. The

importance of suppliers feedback is discussed with the interviewees, in

which insisted and agreed to be added to the flowchart. Some explanations

regarding the assessment questions were performed, the interviewees

suggested some remarks to be added to make the assessment more clear and

beneficial, which had been added and been agreed.

Due to time limitations available for this study, and based on the

interviewees experience, the author asked the interviewees about the time

period necessary for the validation of the quality culture framework, three of

the interviewees working for C1, C2, and C4 assured that a time of six to

eight months is enough to test the validity of the framework, where

interviewee working for C3 assured that a minimum of eight months is

needed for such a task. Chin and Dale [10] and Chin and Pun [11] achieved

a full implementation of their TQM framework in Chinese manufacturing

companies within a twelve months period, where on the other hand, Ab

Rahman and Tannock [3] validated their TQM framework in Malaysia

within a six months period. The author decided to conduct the validation

processes within six months period, with an assessment procedure every

three months of implementation. That was based on; time limitations for the

study, interviewees’ suggestions and the literature available.



The author took the necessary measures on the comments and advices on

improvements of the self-assessment questions and the quality culture

implementation framework and flowchart. The comments and suggestions

were sought in relation to its feasibility, practicality, eases of

implementation and overall structure, i.e. whether it was simple and

understandable. The author had passed the new quality culture assessment to

all four interviewees and asked them to use it to evaluate their company's

current quality practices status. This is done to overview the quality culture

assessment form for any more corrections and modifications, and to have an

overlook of their company's quality practices status. Figure 3 illustrates the

status of the seven MBNQA variables and the overall MBNQA score in

each company. It has been clear from the figure that all items of MBNQA

and the overall percentage are more than 50%, which indicate that all four

foreign companies participated in the validation have a good quality

management system in their companies.

Table 1: Details of the foreign companies participated in the validation

Interviewee

position

Company details

Code & Size Product TQM

Section Head C1 Large Consumer Electronics Yes

Manufacturi

ng Manager C2 Large Automotive parts Manufacturer Yes

Executive C3 Large Automotive components Yes

QC Manager C4 Large Semiconductors manufacturers Yes

III. Framework Validation with Libyan Experts



COMPANIES


27

The QMS framework, quality culture flowchart and the assessment

questionnaire, after been validated with the four foreign companies, had

been arranged with four Libyan quality experts working in the

manufacturing, and oil and gas sectors. These experts have working

experience more than 20 years, and have a very good background of QMS

and Libyan manufacturing culture.

The chosen Libyan experts were selected based on social and tribal

relations. Two of the experts were working in the iron and steel company

(LE1 is a production manager at Hot Strip Mill, and LE2 is a quality control

manager of the company). The third expert LE3 is a production manager at

Zliten Cement Plant which belongs to Ahleya Cement Company, and the

fourth expert LE4 is working in Ra's Lanuf refinery as a maintenance

manager.

All four experts (LE1, LE2, LE3 and LE4) promised to comply with the

request to participate in validating the framework, implementation flowchart

and the assessment questionnaire. They encouraged the author to continue

his efforts to help the local Libyan companies improve their quality culture.

The experts had offered some constructive suggestions to enhance the

implementation of the framework and flowchart. LE2 and LE3 insisted that

the quality awareness is very important in order to increase employees

support, and that companies must be careful planning and executing training

programs. LE1, LE2 and LE4 suggested some modifications in the position

of check points in culture change and in QMS implementation, which had

been modified in the implementation flowchart [2]. For the self-assessment

validation, all experts (LE1, LE2, LE3 and LE4) had different remarks on

some questions and their meanings, which had been improved in language

for clarity.



Figure 3: Assessment of the foreign companies participated in the

validation

0 10 20 30 40 50 60 70 80 90 100

LS

SP

CMF

MAKM

WF

PM

R

Over all %

C4 C3 C2 C1



COMPANIES


34

Remark: LS-Leader Ship, SP-Strategic Planning, CMF-Customer and

Market Focus, MAKM-Measurement, Analysis and Knowledge

Management, WF-Work Force, PM-Process Management, and R-Results.

During the meetings with the experts, the validation time period required

and the possible companies for implementation were discussed in detail.

LE1, LE2 and LE4 expected a long time period for implementation in large

size companies, in which they expected more than one year for such task,

where LE3 expected eight months to be enough to execute the task. On the

other hand, and along with the author, all experts suggested and insisted to

make partial implementation since the main objective of the implementation

task is to validate the framework, which means that it is easier and better to

choose one production line in each company, which will be easily

conducted, controlled and managed for such task. In general, all four Libyan

experts were very happy with the overall perception of the framework, and

they concluded that it is simple and contains a sensible approach. They also

concluded that the framework covers all the initial aspects of quality culture

implementation since it was together with the self-assessment which has

been developed in line with the quality criteria.

Conclusion

Quality culture framework and the implementation flow chart proposed for

Libyan manufacturing companies had been presented for discussion with

local and international experts in the application of total quality systems for

the purpose of benefiting from their knowledge and modifying the proposed

system before the application process. Through deep and continuous

discussions, the system has been modified and is ready for implementation.

The experts interviewed suggested implementing the framework for six

months in a number of Libyan companies, and can be modified in the future

as needed. The system is initially considered valid for the application.

REFERENCES

[1] Shokshok, M.A., Quality Culture Framework Proposal for Libyan

Industrial Companies. World Academy of Science, Engineering and

Technology, International Journal of Social, Behavioral,

Educational, Economic and Management Engineering, 2014. 8(7): p.

2227-2230.

[2] Shokshok, M.A., QMS Implementation Flow chart for libyan

Manufacturing Companies, in First Confrence of Industrial



Technology 2017: The College of Industrial Technology, Misurata,

Libya.

[3] Ab Rahman, M.N. and J. Tannock, Self-assessment and Mini-TQM

framework for Malaysian SMEs. Jurnal Produktiviti, 2008. 25: p. 1-

10.

[4] Ab Rahman, M.N., The development of a quality management

framework for Malaysian small and medium enterprises, 2004,

University of Nottingham: Nottingham, England. p. .

[5] HKMA. The Hong Kong Management Association Quality Award.

2010 [cited 2010 6 December]; Available from:

http://www.hkma.org.hk/qa/front.htm.

[6] Jung, J., et al., The effect of organisational culture stemming from

national culture towards quality management deployment. The TQM

Journal, 2008. 20(6): p. 622-635.

[7] Lau, R.S.M., X. Zhao, and M. Xiao, Assessing quality management

in China with MBNQA criteria. International Journal of Quality &

Reliability Management, 2004. 21(7): p. 699-713.

[8] Malcolm Baldrige National Quality Program, Criteria for

performance excellence. National Institute for Standards and

Technology (NIST). 2010. 2010(16 December).

[9] QMEA, Quality Management Excellence Award (QMEA)

submission report, Malaysia Productivity Coperation (MPC),

PETALING JAYA, Malaysia:. 2010. 2010(6 December).

[10] Chin, K.S. and B.G. Dale, A TQM implementation framework for

Hong Kong manufacturing industries. Final Report on HKSAR

Government, City University of Hong Kong, Hong Kong. 2000: p.

95.

[11] Chin, K.S. and K.F. Pun, A proposed framework for implementing

TQM in Chinese organisations. The International Journal of Quality

and Reliability Management, 2002. 19(3): p. 272-294.

http://www.hkma.org.hk/qa/front.htm



COMPANIES


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Biographies

Mostafa Ahmed Shokshok is currently an Assistant Prof. at

the Department of Mechanical and Industrial Engineering -

Al Asmarya Islamic University. Presently, his research field

is Quality control and manufacturing systems. He received a

certificate of applied science (1986) from Acadia University

- Canada. Then, continued his study and received a Bachelor

of Mechanical Engineering degree in 1989 from Dalhousie University –

Canada. During his work time with The Iron and Steel Company in

Misurata 1989-2004, the researcher invested his free time and awarded a

Master of Science degree in Industrial Engineering from the College of

Industrial Technology Misurata in year 2002. Moreover, he was awarded his

PhD degree in Industrial Engineering in the area of manufacturing and

quality control from National University of Malaysia (UKM) in 2013.

valadating quality system framework through ......mostafa ahmed shokshok ,and omran ali abu khrais...

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