CC BY
9
2021, №2 ISSN 2078-9661
УДК 338.2
Rasbeer Farhad Ahmed Salihi
Samara University, Samara, Russia
Impact of top management dedication to effective tqm implementation in iraqi oil companies
Abstract. Total Quality Management (TQM) changes any sector that is undergoing significant systemic change and facing intensified competition by improving efficiency. Iraq, as one of the world's major oil suppliers, is still lagging behind on the TQM journey due to declining quality, especially in management systems. As a result, the aim of this study is to make TQM easier in Iraqi oil companies by evaluating TQM activities and the significance of Top Management Commitment (TMC) in order to remove implementation barriers. The thesis uses a hybrid analysis methodology and a single holistic case study plan to accomplish this goal, triangulating literature and evidence from one of Iraq's leading oil firms. TMC was identified as the most important element for effective TQM adoption, as well as six obstacles, according to the report. Furthermore, the study shows a connection between the top management engagement needed for effective TQM adoption and the roadblocks encountered along the way. This would be the first study of its kind in the Iraqi oil industry, resulting in a deeper understanding of TQM activities in Iraq and encouraging other scholars to build on this report.
Keywords: TQM, management, quality control, competition, oil companies, Iraq. For citation: Rasbeer Farhad Ahmed Salihi Impact of top management dedication to effective tqm implementation in iraqi oil companies // Humanitarian scientific journal. 2021. №2. pp 77-89
This is an open access article distributed under the terms of Creative Commons Attribution License (CC-BY 4.0).
Introduction
Many organizations have been forced to follow adequate technical methods, a professional workforce, and management who possess the capabilities to coordinate all facets of these new trade environments, which puts unparalleled importance on quality and consumer loyalty, in order to compete in the current global market conditions (Addis 2019; Castagena et al. 2020). As a result, many approaches to quality control have emerged, the most common of which is TQM. TQM is both a theory and a framework for managing companies, according to Górny (2017), and it offers the overall principle that fosters continuous improvement in a business. It is also more than a theory because it includes a quantitative methodology that builds on the capabilities of mathematical science but still acknowledging the critical role of workers at all levels in meeting or exceeding consumer needs (Bester eld et al. 2012). TQM is used by a wide range of sectors and businesses to achieve their goals, from small to large, public to private, and manufacturing to operation (Ahmed and Lodhi 2015). Although TQM was first implemented in Japan, followed by the United States, European countries, and South-East Asian countries, there has been a time lag in developed countries in general and the Middle East in particular in implementing TQM practices (Abd-Elwahed and El-Baz 2018). One of the
TQM application differences, according to Jong, Sim, and Lew (2019), is a hazy perception of quality control in developed countries. In the background of Iraq, the oil industry is the country's primary source of revenue, as the Iraqi economy is considered to be dependent on oil exports and on the global economy. However, as compared to other developing and industrialized countries, the Iraqi economy is still underdeveloped in many areas, such as increased quality, commodity quality, and service methods (Benghida 2017). As a result, Iraqi oil firms must stress the importance of adopting TQM programs, as well as its tools, procedures, and techniques. Furthermore, there are few reports on the adoption and use of TQM in the Iraqi oil industry. While several scholars, such as Ahmad and Elhuni (2014) and Al- Shammari (2013), have attempted to investigate the basic criteria and concerns for the introduction of TQM in oil firms in Iraq's neighboring countries, there is no comprehensive guide to the management of these companies under the TQM model. It's also worth noting that those studies focused on TQM in relation to the cultural, economic, and social characteristics of each field (Jones and Seraphim 2008). As a result, this study is expected to play an important role in helping Iraqi oil companies understand TQM and promote its implementation in the field. However, it should be remembered that the Iraqi oil industry has recently attempted to implement quality programs such as ISO9001 or QHSE. As a result of this report, the researcher hopes to learn more about the core factors and challenges that may obstruct the effective adoption of TQM in the Iraqi oil industry, which will contribute to the current body of knowledge on quality assurance in the Iraqi oil industry. As a result, this paper is organized as follows. First, it offers a thorough overview of the main factors and challenges to TQM adoption in the literature. The research approach is then detailed, including case study history, data collection, and analysis techniques. The findings and their discussion in light of relevant literature are then presented. Finally, the study's findings are clarified.
Literature review
This section attempts to provide a critical overview of the literature applicable to a better understanding and discussion of various TQM concepts. The key drivers of TQM adoption, as well as the obstacles that may obstruct TQM implementation success, are also addressed in depth.
Total quality management (TQM)
TQM is a word that was first invented by the United States Department of Defense (Sweis et al. 2019). Inspection, quality management, quality assurance, and TQM are the four phases of quality growth (Dale et al. 2013). Inspection, according to Dahl- gaard et al. (2007), is an assessment moment in the development chain for quality assurance. Ismail (2012) described quality management as the prevention and avoidance of flaws, as well as the
observation of operational processes to see whether they were meeting the appropriate requirements. The third level of quality improvement focused on organizational preparation aimed at eliminating errors and preventing their occurrence. TQM was introduced as the final stage in the 1980s as a way of enhancing productivity so that US businesses could effectively negotiate with their Japanese counterparts (Madsen 2020). Because of its more refined approaches and greater commitment to all business stakeholders, both internal and external clients (Bouranta, Psomas, Suárez-Barraza, & Jaca, 2019), the TQM philosophy was commonly accepted as a reaction to Japanese competition. TQM was not only applicable to manufacturing and service delivery systems, but also to supplier relationships and high-quality customer service (Dale et al.
2013). TQM provided organizations and service providers with a new management strategy in the 1990s, allowing them to adapt to the threats posed by the often ruthless business competition (Pam- breni et al. 2019). According to Siregar, Nasution, and Sari (2017), many modern organizations have embraced TQM because of its willingness to use advanced technologies to fulfill consumer demands. This necessitated a paradigm shift away from conventional management models and a greater understanding of the importance of the organization's community in bringing about transformation. As a result, TQM has come to be seen as critical for the long-term viability and success of companies, as it requires dedication from all at any level of the organization (Garca-Alcaraz et al. 2019). As a result, TQM has the ability to disrupt sectors that need consolidation in order to effectively compete in increasingly competitive markets. TQM implementation in the Iraqi oil industry, in particular, could result in the availability of an overall high-quality standard that effectively improves overall efficiency.
The key factors of TQM implementation
Companies must effectively navigate the dynamic deployment process in order to reap the benefits of TQM. As a result, before implementing TQM, businesses must first recognize and assess the main factors (Hietschold et al.
2014). The identification of core TQM variables aids businesses in better understanding TQM's diverse and active existence. TQM is a collection of dynamic processes that take into account a company's history, complexity, and management types. Despite this, there is no universally accepted TQM formula (Koh and Low 2010). As a result, an exhaustive analysis of the literature was conducted to investigate the definition and key concepts of TQM from leading content writers who have produced a variety of quality management methods.
Barriers to implementing TQM
Understanding the key factors that are likely to obstruct TQM adoption, according to Jacobsen (2008), encourages decision-makers to create effective
plans for increasing the chances of efficient TQM implementation and, as a result, progressing toward market excellence. Due to a lack of methodological efforts to study the hurdles or challenges that impede TQM adoption, this analysis is largely focused in Iraq, which is considered to be one of the developing Arab countries. As a result, it is worthwhile to shed light on the roadblocks to TQM adoption in Arab countries with a market environment comparable to Iraq's. As a result, this study focused primarily on studies that identified TQM challenges faced by companies adopting TQM in Arab countries. According to current TQM literature, several Arab companies in various sectors have struggled to achieve TQM's desired performance. Al-Khalifa and Aspinwall (2000) studied 143 firms in the service, engineering, and public sectors in Qatar. The findings of this study showed that the most significant obstacles to TQM adoption were an oppressive and hierarchical organizational structure, a lack of managerial commitment, employee and manager opposition, insufficient managerial competencies, poor facilities, and non-supportive human resources management activities. Twaissi et al. performed another empirical analysis in the Jordanian information and communications technology market (2008). The study found that in fences from government policy, shortcomings in organizational culture, a lack of performance management, and a lack of employee empowerment were the most important obstacles to TQM adoption in Jourdan. Berrouiguet (2013) identified four main stumbling blocks to TQM adoption in Algerian manufacturing firms. Lack of top management support, a significant shortage of the expertise and skills needed to adopt TQM, cultural reform, and insufficient financial capital were among the obstacles. Alsughayir (2014) conducted a report in Saudi Arabia to look at the challenges of applying TQM in private medical service organizations. The study's findings showed that high executive attrition was the most significant barrier to TQM efforts, implying that organizations relied more on employee efficiency than quality improvements. This indicates that these businesses do not prioritize productivity as a goal. In addition, a lack of awareness of the TQM philosophy is seen as a major roadblock to its successful implementation. In addition to a lack of motivation among workers, a lack of understanding of the TQM definition and its significance can lead them to resist change. As a result of the preceding debate, it is clear that TQM adoption is critical in many organizations because it gives them a competitive edge. However, most businesses in developed countries, and many Arab countries in particular, are still in the early stages of TQM and face difficulties and obstacles in effectively adopting TQM due to a variety of barriers. In the real world.
Methodology
Rather than positivism, this research took an interpretivist philo- sophical approach. This is due to the need to gather viewpoints from various people
interested in Iraqi oil firms on what consistency means, core drivers of TQM, and obstacles to TQM adoption. Furthermore, this study used a mixture of deductive and inductive methods, which is often useful when addressing the study's key research goal (Saunders et al. 2019). The core elements of TQM have been deduced from literature using an abductive method. The inductive methodology was used to get a better view of the phenomena of TQM from various backgrounds based on the experiences of decision-makers and leaders of the sector under investigation. In this study, the abductive method contributed to the order of data collection (elechowska, yluk, and Urbaski 2020). Because of the exploratory aspect of this report, and because there is little prior awareness of TQM implementation in the oil industry, as well as a clear understanding of the oil firms in Iraq being investigated, the case study data collection approach was chosen as the most suitable strategy for addressing the study's research questions. As a result, this analysis used a single holistic case study. One of the key reasons for using a single case study, according to Yin (2014), is that it is perceived to be the representative, exclusive, or traditional organization among several different companies in the same sector. Since this analysis was based on one of the most significant and special oil companies in the Iraqi oil sector, the Iraqi Drilling Company (IDC), with three divisions in the south, middle, and north of Iraq, a single case study data collection approach was used as the most suitable strategy (see Sub-Sect. 3.3). According to Yin (2014), a single case study called for two implementation options: holistic design and embedded design. Since all three divisions of the IDC have the same operating system, the analysis boundary uses the IDC as a case study boundary, requiring a comprehensive design. TQM implementation within the IDC is the research's unit of study.
Data collection techniques
Questionnaires conducted within the case study were used to gather primary data for this study. Because of their significant role in quality assurance and strategic decision-making related to quality aspects of oil production, the researcher aimed the questionnaire survey at specific managers and qualified workers in the sector. In addition, the questionnaire asked a variety of questions about efficiency, quality control, and TQM. These concerns deal with specific topics that aren't important to the whole company's workforce. As a result, the questionnaire sample only covered middle-level supervisors, junior-level managers, and the head of the company's quality management department. The questionnaire included questions about the core elements of TQM implementation as well as obstacles to TQM implementation in the sector. In terms of administering a questionnaire from the entire validated study, nine questionnaires were administered as a pilot experiment to assess probability, time, and adverse events. The questionnaire used a Likert scale to collect
answers in order to assess the related variables and metrics. Many research design scholars, including Saunders et al. (2019), Bishop and Herron (2015), and McLeod et al. (2011), have remarked on the utility of the Likert scale for calculating the strength of consensus or disagreement with statements intended to gauge the relative value of such factors. However, in this study, a ve-point scale was found to be appropriate for assessing opinion power, and the middle neutral position was found to be valid because it may accurately represent a respondent's position. The scale ran from strongly disagree to strongly accept and was used to rate claims in the questionnaire's third and fourth parts. Your text will be rewritten by QuillBot. Start by typing or pasting something into this box, then touch the enter key.
The population size for this analysis is 249 people, including middle and junior managers as well as the head of the IDC Company's quality management department. As a result, this analysis followed the dictum established by Sekaran and Bogie (2010), who estimated the sample size to be 152 from a population of approximately 250. According to survey Monkey: sample size calculator, a sample size of 152 was determined for this analysis. As a result, the researcher chose basic random sampling as the form of questionnaire survey sample, which helps the researcher to pick a sample number without bias. It works well when the researcher has a precise sample number that includes the whole study's population.
Data analysis
Data analysis procedures, according to Yin (2014), can be described as a method that involves analyzing, evaluating, classifying, tabulating, or recombining quantitative information to answer a study's preliminary proposition or findings. As a result, informative and inferential statistics were used in this research as data analysis mechanisms. This study's descriptive analysis involves percentage tables and central tendency, particularly mean values. In addition, standard deviations and other indices of variability and dispersion were collected. The following method was used to determine the cell measurements for the Likert scoring: The scores ranged from 1 (lowest) to 5 (highest), with a total score range of 4 (5-1=4). Since there were 5 cells, the width was divided by the number of cells, yielding a cell length of 0.8 (5/4). As a result, the length of the first cell was 1 + 0.8 = 1.8. Table 1 illustrates this point. To display the variance in the results, a measure of dispersion is needed, and the standard deviation was chosen as the most suitable measure in this analysis. In addition, ratios were used to make comparisons. It was critical to determine the relationship between the main variables in order to achieve the study's goal of determining the relationship between the obstacles to TQM implementation and TMC as a key factor needed for TQM implementation. The normality test, as well as the relationship between each of the two graded
variables classified as ordinally scaled, showed that the data set was obtained from non-normal distributions in this analysis. As a result, this analysis used a nonparametric test of ordinal data and Spearman correlation as an inferential statistical tool. Furthermore, data analysis required the presentation of outcomes for each type of variable, as well as the examination of the relationship between variables. As a result of the study's design, statistical tests of interaction and statistical pattern detection methods were used. As a result, Excel and SPSS development programs were mostly used for data processing.
Table 1 Likert Scale Interpretation (adopted from Nyul tu et al. 2021)
Point Scale Mean Qualitative interpretation Level of agreement
1 1.00-1.80 Strongly disagree Very low
2 1.81-2.60 Disagree Low
3 2.61-3.40 Moderate Moderate
4 3.41-4.20 Agree High
5 4.21-5.00 Strongly agree Very high
Case study background
As previously said, the research was performed at the Iraqi Drilling Company, one of Iraq's leading oil firms. The International Development Corporation (IDC) was established in 1990 and is affiliated with the Ministry of Oil. IDC's key aim was to consolidate all operations relating to the management and implementation of oil well exploration, reclamation, and production in many oil fields into a single national company. Via three major headquarters in southern, central, and northern Iraq, the company's operations span the entire Iraqi region. Quality management, also known as Quality Health, Safety, and Environment (QHSE), is regarded as one of IDC's most important divisions, particularly because the company's strategy is to complete its operations in accordance with ISO international standards. In 2012, the company reached a significant milestone by being the first Iraqi company in the oil industry to receive ISO9001:2008 certification. About the fact that IDC does not consider itself a TQM organization, its ideology is based on the effective acceptance and application of ISO9001: 2008. Furthermore, despite their disparate goals, TQM and ISO share certain characteristics, which is why many researchers, including Skrabec (1999), Sun (2000), and Escanciano et al. (2001), regard an ISO as the first step toward achieving TQM.
Research findings
The data obtained from the survey questionnaire is analyzed in this section. A total of 152 questionnaires were provided to the qualifying sample in this survey, with 118 completed questionnaires obtained as available and suitable for the nal review from participants ranging from intermediate, junior,
and quality managers employed at IDC. The research findings were intended to establish the most important core factor and its connection to TQM implementation obstacles in Iraqi oil companies. SPSS was used to generate descriptive and inferential statistics for the analysis (Statistical Package for Social Scientists 23). As a result, the study's major findings were viewed as descriptive and inferential data interpretation.
Descriptive data analysis
The descriptive statistical analysis in this thesis is divided into three parts. The first section deals with familiarity with TQM influences, after which the most important main factor was determined. The second section reflects on TQM's most important main element, which has been identified. The third section reflects on the obstacles to applying TQM in the workplace.
TMC as the most signi cant key factor for TQM implementation.
A set of questions based on the Likert scale (1 = strongly disagree, 2 = disagree, 3 = neither agree nor disagree, 4 = agree, and 5 = strongly agree) were used to determine the value of the dimension. As a result, the top management core element aligned with specific questions, to define and evaluate the functionality, is critical to achieving the objectives of both the study and this segment. Furthermore, in order to improve the findings, the researcher used a descriptive analysis that included a ranking based on the highest percentage values as well as the highest mean value. In addition, the degree of consensus among respondents for each argument is compared to the values in Table 1 in Section 3.2. According to the results, the percentages of people who chose «strongly agree» or «agree» for the statements below ranged from marginally more than 75 percent to 84.7 percent of the total survey respondents. The «disagree» and «strongly disagree» options, on the other hand, had the lowest numbers, with an average of 6.8% of the total respondents. The percentages of people who choose «neutral» ranged from marginally more than 9% for the first statement to slightly less than 17% for the third statement of the survey's total respondents.
top management commitment» which can be explained as follows based on the average degree of agreement among respondents:
Statement 1: «Top management consistently expresses its contribution to quality,» says the first statement. The number of respondents who said they «strongly support» or «agree» to this assertion is 84.7 percent of the total respondents to the survey. According to the Likert scale interpretation, the mean value for this argument varies between 3.4 and less than 4.2, indicating a high degree of consensus.
Statement 2: «Top management has a proclivity to devote more time and effort to quality management.» Although slightly less than 84 percent of the
total respondents to the survey scored this statement as both «strongly accept» and «agree,» the number of participants who rated it as both «strongly agree» and «agree» is slightly less than 84 percent. The mean value on the Likert scale varies from 3.4 to less than 4.2, indicating that the degree of consensus is moderate for this statement high.
Statement 3: «To maintain satisfactory results, top management employs performance indicators.» The number of participants who said they «strongly support» or «agree» to this assertion is marginally higher than 75% of all survey respondents. According to the Likert scale interpretation, the mean value for this statement varies from 3.4 to less than 4.2, indicating a high degree of consensus.
Resistance to change
In terms of the results on declarations of resistance to reform, the percentages of people who choose «strongly support» or «agree» for the statements below varied from 51.7 percent to 79.6 percent, with an average of 68.3 percent of the total survey respondents. The responses to the «strongly disagree» and «disagree» options, on the other hand, ranged from slightly less than 12% to slightly more than 28%. The «neutral» choice, on the other hand, had a low proportion of respondents, accounting for just 14% on average. Also, based on the average degree of respondents' agreement, the findings from Table 2 below about «resistance to reform» can be explained as follows:
Statement 1: «In their work, employees choose to obey orders rather than take action and make proposals.» The proportion of respondents who ranked this statement as «strongly agree» or «agree» is 79.6% of the total number of survey respondents. According to the Likert scale interpretation, the mean meaning for this argument is between 3.4 and less than 4.2, indicating a high degree of consensus.
Statement 2: «Changing the current mindset of middle and junior management is difficult.» The mean level of agreement with this assertion is 3.7 percent, with a standard deviation of 0.6 percent, which is lower than the previous level of 0.6 percent. The number of respondents who said they «strongly support» or «agree» to this assertion is 73.6 percent of the total respondents to the survey. According to the Likert scale interpretation, the mean meaning for this argument is between 3.4 and less than 4.2, indicating a high degree of consensus.
Statement 3: «The majority of the sta are averse to participating in training and learning programs.» The number of respondents who said they «strongly support» or «agree» to this assertion is 51.7 percent of the total respondents to the survey. According to the Likert scale interpretation, the mean value for this argument is between 2.6 and less than 3.4, indicating mild consensus.
Table 2 Descriptive statistics for resistance to change
Statements Strongly Agree Agree Neutral Disagree Strongly Disagree Mean SD
Employees prefer to follow instructions rather than take initiatives and cre- ate proposals in their jobs. [B2.1] 35.5 44.1 8.4 4.3 7.6 4.0 0.8
It is di cult to change the existing attitude of middle and junior manage- ment. [B2.2] 21.1 52.5 13.5 6.6 5.9 3.7 0.6
Most of the sta are resistant to being involved in training and development programmes. [B2.3] 18.6 33.1 20.3 15.2 12.7 3.2 0.9
Correlation of TMC with barriers
Before beginning the process of application and deployment of TQM, companies should have a thorough understanding of the challenges, variables necessary for effective implementation, and the interaction between them. One of the most obvious connections between certain TQM obstacles and main reasons for TQM implementation is that the bulk of them include human capital or factors (Catalin et al. 2014). For example, TMC and leadership, as the most important main factor, include human factors that serve as guiding forces and determine if these individual factors can follow a positive or negative path (Case and Srikantia 1998; Kasongo and Moono 2010). Human powers, to put it another way, are the primary generators of these specific causes. Furthermore, both the barriers that obstruct TQM implementation and the most critical factors that are needed for TQM implementation are related in a way that virtually all—if not all—touch on the employees. Understanding the relationship between the barriers that obstruct TQM implementation and the key factors needed for TQM implementation would allow the oil company to invest in the most effective TQM key factor required to address or minimize the high degree of negative impacts of the barriers that obstruct TQM implementation. Only the 'lack of TQM experts' had no correlation with the TMC component among the identified barriers. In addition, if the Oil Company only has a small budget, time, and qualified human resources to resolve any of these obstacles, it will use a similarity rating to determine which obstacle should be tackled first. Meanwhile, the effectiveness of the TMC will assess the degree to which the obstacles are overcome. If TMC has a significant association with specific barriers, for example, this indicates that TMC needs to be built and improved in order to counteract or mitigate the detrimental effects of such barriers.
Conclusions
TQM has been extensively studied and implemented in industrialised nations, but no single study exists in Iraq that effectively covers TQM application in general and in the Iraqi oil industry in particular, according to the study's key findings derived from literature and case study review. As a result, this research has tackled an awareness gap on the level of TQM implementation in the Iraqi Drilling Business, one of the most significant and special oil companies in the Iraqi oil industry (IDC). The aim of this analysis was to define the main factors that influence TQM adoption, as well as the obstacles that impede TQM implementation, and to explore the relationship between the two. As a result of the study findings, it has been discovered that top management commitment plays a significant role in efficient TQM execution and has an inverse relationship with each of the specific TQM barriers. This explains why each obstacle allowed the oil company to strengthen and reinforce its TMC in order to improve its chances of overcoming or reducing the negative effects of these TQM implementation barriers.
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Доклад представлен на Международной научно-практической конференции «Вызовы современности в науке и технике», 08 февраля 2021 года. Россия, Саратов
