Quality Management Journal

ISSN: 1068-6967 (Print) 2575-6222 (Online) Journal homepage: https://www.tandfonline.com/loi/uqmj20

The Role of Strategic Planning in Implementing

a Total Quality Management Framework: An
Empirical View

Jacobus Johannes Oschman

To cite this article: Jacobus Johannes Oschman (2017) The Role of Strategic Planning in
Implementing a Total Quality Management Framework: An Empirical View, Quality Management
Journal, 24:2, 41-53, DOI: 10.1080/10686967.2017.11918508

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Published online: 21 Nov 2017.

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 The Role of Strategic Planning
in Implementing a Total Quality
Management Framework:
An Empirical View
JACOBUS JOHANNES OSCHMAN, UNIVERSITY OF SOUTH AFRICA
© 2017, ASQ

This empirical study examines the significant role

of strategic planning as an important dimension INTRODUCTION
in successfully implementing total quality manage- The concern for customer satisfaction for most
ment (TQM) and confirming that strategic planning organizations in mature markets throughout the
is likewise extremely important. This article presents
world has resulted in increased top management
the results of a questionnaire that was used to gather
data on strategic planning from members on dif- awareness of the importance of adopting and spe-
ferent management levels of eight South African Air cializing in the total quality management (TQM)
Force bases that apply TQM. Strategic planning’s philosophy (Araújo and Sampaio 2014; Goetsch and
essential role in implementing TQM and improv- Davis 2012). For Abdallah (2013) and Kanji (2008a),
ing services and products is analyzed, where TQM the practice of TQM enables organizations to achieve
and strategic planning are fully integrated into
competitive, sustainable excellence while improving
organizational operations. From 14 TQM dimen-
sions identified to represent the TQM framework, their productivity and profitability initiatives, build-
empirical results indicate that strategic planning is ing organizational capabilities with higher product
an influential dimension to implement TQM success- quality performance standards, and meeting service
fully. Findings were shown to be reliable and valid to delivery objectives that satisfy customer requirements.
further research on the impact of strategic planning According to Dahlgaard, Dahlgaard-Park, and Chen
when implementing TQM within the business environ-
(2015), Larsson and Vinberg (2010), and Oakland
ment. The findings offer useful indicators for decision
makers on how to use strategic planning to improve (2011b), the foundation for TQM implementation is
and ensure successful TQM implementation. to improve organizational performance in all areas
(service quality, employee results, customer results,
Key words: implementation, integration, perfor-
mance excellence, South African Air Force marketing results, community results, financial per-
formance, and operational results). To do this, the
consideration of cost constraints associated with finan-
cial priorities to be technologically advanced must be
acknowledged together with scarce resources that need
to be optimally used and managed.
To successfully meet these challenges and capitalize
on the opportunities for organizations to improve, top
management must become involved in the strategic
planning process to establish TQM as a strategic voice
within organizations. Araújo and Sampaio (2014)
and Arshida (2013) suggest that a formalized strategic

www.asq.org 41
The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

planning dimension is one of the integral steps needed on exploring the crucial role of strategic-planning
to embrace a fulfilled excellence culture within orga- implementation of TQM through an empirical review
nizations when implementing the TQM philosophy. (Engert, Rauter, and Baumgartner 2015; Hoang,
Generic TQM dimensions have been investigated, and Igel, and Laosirihongthong 2010). Authors such
research shows that commitment from leadership as Kingsley et al. (2014), Das, Kumar, and Kumar
coupled with strategic planning are the two greatest (2011), Goldman, Scott, and Follman (2015), and
start-up success factors. Attention is needed to trans- Salaheldin (2009) have recommended that further
form any organization toward competitive success research be conducted to investigate how strategic
to ensure long-term economic health (Cocks 2010; planning as a critical driver can influence the process
Harrington et al. 2012). In grounded theory research when implementing TQM.
from 2005 to 2014, Conti (2013), Ghobadian and To fill the gap in literature, the study on which this
O’Regan (2014), Kantardjieva (2015), and Oschman, article is based explored the use of strategic planning
Ströh, and Auriacombe (2006) found that strategic to support the implementation of TQM. Therefore, in
planning requires constant infusion as one of the most this study, the research question is as follows: Is there
important critical success factors and foundations a direct correlation between strategic planning and the
when implementing TQM to ensure sustainable prod- successful implementation of TQM?
uct and service fitness for purpose. The article begins with appropriate definitions of
Little has been written on the advantages that TQM from relevant literature, followed by a framework
flow from strategic-planning implementation of TQM that is provided for the implementation of TQM with
in terms of the dynamics of performance outcomes strategic planning as one of the primary dimensions.
that are important to the organization for customer A literature analysis of strategic planning within the
and employee satisfaction. Both Cocks (2010) and context of the TQM theory is given. The analysis focuses
Munizu (2013) emphasize that leaders of organi- on how to establish the best strategic planning practice
zations must seek innovative ways of using limited in the implementation of TQM in the quest for excel-
resources through strategic planning to achieve better lence in service delivery. The research methodology
results with less personnel, products, and systems that applied in the study is outlined. The study was limited
promote quality service rendering as emphasized in the to 543 members at eight South African Air Force (SAAF)
TQM philosophy. Mosadeghrad (2014) contends that bases to determine empirically the impact of strategic
a simplistic strategic plan, as one of the core drivers planning on implementing a TQM framework. An
to implement TQM, is necessary to translate the con- analysis of the data and the findings of the research are
tents of TQM throughout the organization. He points presented to prioritize practices of strategic planning
out that the literature fails to provide any empirical that may be considered, adapted, or adopted by organi-
evidence concerning the effect of strategic planning zations to implement TQM. The study showed that the
to implement TQM in organizations, where strategic effect of strategic planning is significant in a frame-
planning as a dimension is a prerequisite for any TQM work to implement TQM. The last section contains the
implementation effort. Abdallah (2013) highlights conclusions drawn from the research.
strategic planning as a dimension in applying and
simulating the TQM approaches, helping organizations
to strategically align them. LITERATURE REVIEW
Various authors (Conti 2013; Kantardjieva 2015) In the short evolution of TQM since 1967, early qual-
have pointed out that an examination through ity experts such as Crosby (1979), Deming (1988),
empirical research guided by existing theory is neces- Feigenbaum (1986), Ishikawa (1985), Kanji (2008a),
sary to fill gaps in the organization’s knowledge, thus and Juran (1988) classified TQM as a management
helping to advance the scope of TQM implementation philosophy, an organization-wide management pro-
efforts and action plans. There is scant literature cess, a culture, a strategy, and a system to improve the

42 QMJ VOL. 24, NO. 2/© 2017, ASQ

The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

productivity of organizations to meet and exceed the 1) leadership commitment; 2) strategic planning;
needs and expectations of customers. 3)  empowerment; 4) teamwork; 5) continuous
Dahlgaard, Dahlgaard-Park, and Chen (2013), improvement; and 6) customer and employee satisfac-
Goetsch and Davis (2012), Islam and Haque (2012), tion. Figure 2 graphically reflects the integration of the
Kanji (2008b), and Kingsley et al. (2014) highlighted 14 dimensions.
that TQM is an integrated management philosophy The eight supportive dimensions are: 1) com-
that aims to continuously improve the organizational munication; 2) training; 3) change management;
performance of people, processes (including ser- 4)  culture forming; 5) support structures, systems,
vices), and environments that will always exceed and resources; 6) systems thinking; 7) self-assessment;
customer expectations, which, in turn, increases supe- and 8) processes. The supportive dimensions should
rior productivity value and decreases costs to obtain be continuously considered in all six primary dimen-
the competitive edge. According to Small, Yasin, sions, as indicated in Figure 2. Based on evidence from
and Alavi (2011) and Oakland (2011a), TQM is a the literature as well as logical reasoning, the various
customer-­driven management strategy starting with functions of the dimensions are portrayed by means
top management commitment that involves all lev- of a descriptive framework, as indicated in Figure 1.
els of workers within the organization, promoting a Figure 2 shows the relationship between the primary
quality focus at all levels of the organization, thus har- and supportive dimensions of TQM. All 14 dimensions
nessing all of the organization’s resources to achieve affect every part of the institution (see Figure 2), and
cost-­effective world-class standards. By doing this, all all 14 dimensions are interwoven. These 14 dimensions
cost aspects of product and service rendering will thus were incorporated into an implementation framework,
improve the competitiveness, effectiveness, and flex- which shows the interrelationship between the primary
ibility of the organization as a whole. In reviewing and supportive dimensions where they jointly enhance
articles on TQM frameworks and models, it was found organizational excellence.
that many authors have identified and
cited critical success elements or dimen-
sions of TQM. To support these attempts, Figure 1 The TQM implementation framework
an exhaustive literature review and
research was done by Oschman, Ströh, and Customer and stakeholder focus
Auriacombe (2006), who found that TQM
has many common elements or dimen- Customer
Processes and employee
sions and generic similarities in the TQM satisfaction
Support structures, systems, and resources

Culture forming and change management

models. Fourteen generic dimensions were

Continuous
identified by these authors to construct improvement
Communication and training

and incorporate the 14 dimensions into a

Self-assessment

framework (see Figure 1) to implement Teamwork

TQM effectively.
The 14 dimensions, which are divided
Empowerment
into six primary and eight support-
ive dimensions, are most applicable and
critical to all types of organizations intend- Strategic
planning
ing to create a TQM environment. These
dimensions can be considered to be those Leadership and
aspects necessary for shaping the develop- top management
commitment
©2017, ASQ

ment of TQM. The six primary dimensions

Systems thinking
that drive the TQM transformation are:

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The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

necessary to achieve these qual-

Figure 2 Integration of 14 dimensions ity goals over a long-term horizon
Supportive dimensions (how to get there), incorporate the
concerns and future expectations of
the customers to ensure improved
Support structures, Culture Systems
Training
systems, and resources forming thinking sustainable organizational per-
formance. Kingsley et al. (2014),
Primary Change Self-
Communication Oakland (2011b), and Psomas,
dimensions management assessment
Vouzas, and Kafezopooulos (2014)
indicate that the strategic plan
Customer and provides direction and control for
employee satisfaction
tactical plans and daily operations
Continuous
where top management commit-
improvement ment is needed to capitalize on
opportunities in the marketplace.

Processes
Teamwork These authors confirm the criti-
cal dependency between strategic
planning integrated within TQM,
Empowerment
anticipating the service expectations
of both current and future custom-
Strategic planning ers, and ensuring the core source of
vitality and vigor in the workplace to
©2017, ASQ

Leadership and top

achieve excellence.
management commitment Kantardjieva (2015) states,
“Strategic planning is based on the
In exploring the use of strategic planning to sup- process of decision making and it determines the direc-
port the implementation of TQM, the work of various tion of the organization and its future outlook, as well
authors was consulted. Arshida (2013), Besterfield et as the way to achieving that future.” To make the
al. (2009), Goetsch and Davis (2012), Kanji and Moura implementation of TQM work effectively, it is essential
(2007), Kingsley et al. (2014), Kumar, Garg, and that top management recognize and embrace strate-
Garg (2011), Oakland (2011a), Oakland and Tanner gic planning as an integral part of the organization
(2008), Psomas, Vouzas, and Kafetzopoulos (2014), to encourage their workforce toward excellence in
Singh (2011), and Zubair (2013) show consensus everything they do to create long-term success in the
and emphasize that any TQM implementation effort organization, which is essential to profitable business
starts with leadership commitment and strategic plan- development in the long run (Zubair 2013; Suarez,
ning. In such a start-up phase, all role players must Calvo-Mora, and Roldan 2016). Such an integrated
act mutually to transform the organization through foundation involving TQM and strategic planning
employee empowerment and teamwork to get results provides critical interrelated links, namely that: 1) the
through continuous improvement efforts to achieve strategic plan must have long-term goals for customer
customer and employee satisfaction. Goetsch and Davis satisfaction through employees; 2) strategic planning
(2012) and Jaafreh and Al-Abedallat (2012) define must provide the means to achieve these goals within
strategic planning as a structured, continual process the context of TQM; and 3) strategic planning must
of identifying an organization’s current environment establish a new, continuous improvement culture,
and abilities (the present situation). The long-term ensuring long-term performance success by increas-
quality goals (the desired future) and the broad steps ing value to customers (Butz 1995; Wrona and Ladwig

44 QMJ VOL. 24, NO. 2/© 2017, ASQ

The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

2015; Zairi 2013). The collective strength of TQM and focus all of its resources on the strategies and objec-
strategic planning determines the ultimate potential of tives that are critical to the success of TQM, and second
an organization to build sustainable capabilities so its allow managers to better understand their environment
depth gives flexibility to the organization by increasing where the extensiveness of strategic planning posi-
its range of responses to emerging opportunities and tively affects organizational performance. According to
threats (Hoang, Igel, and Laosirihongthong 2010). Zairi (2013), strategic planning across organizations
Dahlgaard et al. (2015) rightly observe that the is needed to create a dynamic fit with the environmen-
strategic plan must link the most precious resource, tal changes and instability by acting proactively with
namely people who achieve the vision, mission, and resource distribution to buffer threats, and by shifting
strategy. This action involves leaders, managers, top management’s attention to managing uncertain-
employees, customers, and suppliers throughout the ties. Such an approach will have a positive effect on
organization, translating customer requirements into organizational performance, which in turn will result
short-term as well as long-term plans that guide the in indirect improvements in organizational long-term
activities of every division (Movahedi and Koupaei and medium-term performance (Fadol, Barhem, and
2011). According to Dror and Sukenik (2011), orga- Elbanna 2015; Zink 2011).
nizations clearly have a competitive advantage when It became clear from the conceptual analysis and
they can develop an effective strategic plan, enabling review of TQM literature that strategic planning is
the transparency and organizational interactivity by the one of the most significant, crucial dimensions and
process of strategic planning, which fosters commit- contributors in implementing TQM. The next sec-
ment, cooperation, and collective creativity. tion is guided by the TQM implementation framework
Both Gates (2010) and Oakland (2011b) empha- provided in Figure 1, which has been widely used
size that the driving force requirements for a strategic and adapted in the SAAF. The focus is on the strategic
planning process to set clear priorities and allocate planning dimension, which formed the basis of the
resources for the most important things are based on empirical study.
five activities, namely: 1) a desired future state vision
and mission; 2) strategic objectives; 3) critical success
factors; 4) departmental action plans; and 5) indi- METHODOLOGY FOR
vidual actions for departmental plans. Careful scrutiny COLLECTING DATA IN THE
SOUTH AFRICAN AIR FORCE
of these requirements shows some important underly-
ing prescriptions. These requirements, according to
Goetsch and Davis (2012) and Zink (2011), are based In this section, the role of strategic planning on
on five activities, namely: 1) translating the vision and implementing TQM at eight SAAF bases is discussed.
mission into a strategy, goals, and policy; 2) determin- In the quantitative research study, a questionnaire
ing all the strengths, weaknesses, opportunities, and with 13  structured questions, based on the research
threats (that is, conducting a SWOT analysis), and of Oschman (2004), was used. Structured, closed-
incorporating it into a structure for strategic develop- ended questions based on the dimensions in the TQM
ment; 3) using an information system as a support framework were used in the questionnaire to obtain the
structure to translate the strategy into reality; 4) using perceptions of personnel’s attitudes at different levels,
the construct flexibility, which connects the internal regarding the 14 dimensions, with specific emphasis on
and external environments; and 5) using foresight in the strategic planning dimension.
determining long-term organizational sustainability As management plays an important role in TQM,
and a competitive environment. Mohammad et al. the research was divided to target three categories,
(2011) and Wrona and Ladwig (2015) argue that namely top management, middle management, and
these requirements first align all activities necessary workers. For purposes of the empirical analysis, the
to make it possible for any organization of any size to top management category at SAAF bases includes the

www.asq.org 45
The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

officer commanding. This group usually holds the rank than 2.5 to be indicative of a positive attitude by the
of colonel or lieutenant colonel. Middle management respondents toward a particular dimension. A computer
includes divisional heads and section heads (personnel, reliability analysis (Cronbach’s alpha) was conducted
finances, operations, intelligence, security, organiza- throughout the study for the test as a whole, and the
tion support, and air servicing). They hold the rank reliability coefficient was found to be 0.907. For stra-
of warrant officer to major. The category of workers tegic planning, the reliability coefficient was found to
includes all the ranks lower than warrant officer. be 0.933. As these values are above the acknowledged
The research questionnaire, administered at the threshold of 0.7, these coefficients were deemed statisti-
SAAF bases, targeted 543 respondents (questionnaires cally reliable. However, the most important coefficient
were distributed to 20 percent of the total personnel is the one for the questionnaire as a whole—it can
of each base). The questionnaires were directed at a be regarded as being extremely high if taking into
representative number of the personnel at all levels in
the organizational structures of the SAAF bases. The Table 1 Scale codes and description
questionnaire was distributed centrally at SAAF bases Scale code Scale description
during normal working hours at air force institutions. 1 Negative Do not know. Indicates that the respondent
Since the questionnaire was distributed centrally and has no knowledge of the element that is
evaluated.
the researcher was present, all 543 questionnaires were
2 Negative Not true at all. Indicates that the element
returned. Through this approach a response rate of of the dimension plays no role within the
100 percent was obtained for processing and analysis. dimension.
Construct validity was achieved by designing questions 3 Neutral Slightly true. Indicates that the element of the
that effectively captured the main research issues of the dimension does play a role in the dimension.

strategic planning dimension. Structured closed-ended 4 Positive True in most cases. Indicates that the
element of the dimension is important to the
questions were used based on the strategic planning dimension and that it should be part of the
dimension of the TQM implementation framework (see dimension.
Figure 1). Answering the questionnaire was based on 5 Positive Absolutely true. Indicates that the element
of the dimension plays an active role in the

©2017, ASQ
a five-point scale that ranged from “do not know” to dimension and that it is essential and should
“absolutely true.” Numerical values that varied from definitely be included in the dimension.
1 to 5 were linked to the scale codes. The scale codes
for this study are explained in Table 1. The numerical
Table 2 Interpretation of scores
values 1 and 2 were regarded as negative, 3 as neutral,
and 4 and 5 as positive. Average scores Interpretation

Table 2 provides a summary of the interpretation A score equal to or Ideal situation from respondents,
higher than the level and regarded as a very positive
of scores. In analyzing the results, specific emphasis of 3.5 (≥ 3.5) attitude from respondents (meets the
was placed on the average scores that emerged in the theoretical and practical requirements
of the dimension in question)
strategic planning dimension questions. Average scores
A score equal to or Not ideal situation from respondents
with a numerical value of less than 2.5 were regarded higher than 2.5 (≥ as deficiencies exist, although
as being negative and average scores equal to or greater 2.5) but lower than regarded as a positive attitude from
3.5 (< 3.5) respondents (meets the theoretical
than 2.5 but less than 3.5 were regarded as positive
and practical requirements of the
scores. Average scores equal to or greater than 3.5 were (All these scores are
dimension in question)
indicated in gray in
regarded as very positive, representing the ideal situa- the tables.)
tion. The data were captured in the Statistical Analysis Scores of less than Unacceptable situation from respon-
System (SAS) data processing program version 8.2 for 2.5 (< 2.5) dents as serious deficiencies exist and
regarded as negative attitude from
statistical processing and analysis. respondents (does not meet the theo-
©2017, ASQ

As far as the average scores are concerned, all the retical and practical requirements of
the dimension in question)
average scores needed to have values equal to or greater

46 QMJ VOL. 24, NO. 2/© 2017, ASQ

The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

consideration the fact that the questionnaire actually With reference to Table 4, it is important to note
represented an opinion survey. It therefore appears that that the dimension “strategic planning” (3.53) was
the precautions that were taken during construction awarded an average score equal to or greater than the
and administration did indeed bear fruit. level of 3.5, and this is regarded as being very posi-
tive. Table 4 shows that, as far as strategic planning

ANALYSIS AND
is concerned, middle management and the workers in
the categories of respondents were very positive, but top
INTERPRETATION OF RESULTS management was not.
Based on the outcomes of the questions, Table 4
The levels of the positions of respondents involved shows that all three categories of respondents were
in TQM are presented in Table 3. From Table 3 it is positive toward the dimension “strategic planning.”
clear that the majority of respondents (56.32 percent) An average score of 3.53 was awarded by the three
were employed under the category “workers” at the categories of respondents, which is just above the ideal
SAAF bases. Of the respondents, 36.25 percent stated situation. Both middle management, with an average
they served at the middle management level, while score of 3.56, and the workers, with an average score of
7.43  percent served at the top management level. In 3.72, had a more positive view than top management,
total, 43.68  percent of the respondents occupied top who had an average score of 3.31.
and middle management posts at SAAF bases. The results in the form of average scores for
13  items (items B1 to B13) of the
Table 3 Management level dimension “strategic planning” are
Management Frequency Percentage Cumulative Cumulative represented in Table 5. The individual
level frequency percentage analyses of the results of the three cat-
Top 40 7.43 40 7.43 egories of respondents shown in Table 5
management indicate that middle management and
Middle 195 36.25 235 43.68 the workers had a more positive and
©2017, ASQ

management
unified view of strategic planning with
Workers 303 56.32 538 100.00
respect to TQM. It is both remarkable

Table 4 Average scores of dimensions within the framework (see Figure 1) coupled to a priority
hierarchy
Top Middle Reliability
Dimension Workers Average
management management coefficient
A. Leadership commitment 3.51 3.71 3.75 3.66 0.889
B. Strategic planning 3.31 3.56 3.72 3.53 0.933
C. Empowerment 3.57 3.62 3.66 3.62 0.915
D. Teamwork 3.21 3.34 3.40 3.32 0.913
F. Continuous improvement 3.25 3.42 3.63 3.43 0.948
E. Customer/Employee satisfaction 3.26 3.39 3.58 3.41 0.939
G. Communication 3.35 3.44 3.44 3.41 0.918
H. Training 3.03 3.06 3.31 3.14 0.945
I. Culture and change management 3.39 3.62 3.72 3.57 0.916
J. Support structures, systems, and resources 3.47 3.53 3.64 3.55 0.931
K. Systems thinking 3.26 3.47 3.58 3.44 0.737
©2017, ASQ

L. Self-assessment 3.57 3.66 3.69 3.64 0.868

M. Processes 3.25 3.48 3.64 3.46 0.946

www.asq.org 47
The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

Table 5 Average scores of each item for strategic planning awarded by respondents of three categories
Top Middle Average
Workers
Questions (Items) management management score
Figure 3
Figure 3 Figure 3 Table 4
B1 TQM forms the basis of the base’s strategy with the focus on 3.46 3.76 3.88 3.70
customer service and continuous improvement.
B2 Top/Middle management has developed a clear and effective 3.5 3.75 3.94 3.73
strategy, supported by a clear vision, mission, and values to mobilize
TQM within the base.
B3 TQM is fully integrated into the base’s strategy (vision, mission, 3.69 3.77 3.84 3.77
values, and ideologies) and work processes.
B4 Our mission statement has incorporated innovative strategies in 3.55 3.74 3.75 3.68
order to focus on a philosophy of total quality improvement.
B5 Based on the base’s strategy, a hierarchy of committees has been 3.39 3.68 3.80 3.62
established that are responsible for the implementation of TQM.
B6 There is a clear relationship between our base’s long-term objectives 3.33 3.61 3.61 3.52
and the TQM strategy.
B7 Our base has developed a detailed long-term plan to implement TQM. 3.2 3.52 3.69 3.50
B8 TQM has been implemented in all supporting functions, such as 3 3.38 3.63 3.34
finances, human resources, information, and base support.
B9 Top/Middle management did thorough planning to make provision 3.23 3.36 3.51 3.37
for possible deviations from planned objectives.
B10 The base’s objectives are linked to customer satisfaction and 3.54 3.71 3.90 3.72
world-class quality standards.
B11 Employees understand the interface between their tasks and the 3.06 3.35 3.64 3.35
strategic plans and objectives of the base.
B12 The suppliers, customers, and employees of the base are all 2.86 3.26 3.51 3.21
involved in quality improvement programs.
B13 TQM has been implemented in all work areas and management 3.19 3.39 3.63 3.40

©2017, ASQ
principles.
Average 3.31 3.56 3.72 3.53

and disturbing to note that top management con- vision, mission, and values to mobilize TQM at the
sistently displayed less-positive views than middle various bases (item B2 – 3.5).
management and the workers. This view of top man- • TQM is fully integrated into the bases’ strategy
agement is also clearly indicated in Figure 3. It is (vision, mission, values, and ideologies) and work
striking that the workers’ average scores with respect processes (item B3 – 3.69).
to the different items are all above the cut-off point of
• The mission statement has incorporated innovative
3.5. However, this is not the case with top and middle
strategies to focus on a philosophy of total quality
management. This phenomenon should be noted,
as it is in sharp contrast with the theory of the set improvement (item B4 – 3.55).
dimension. Only four items (B2, B3, B4, and B10) with • The bases’ objectives are linked to customer sat-
respect to top management are equal to or greater than isfaction and world-class quality standards (item
3.5 and, therefore, represent the ideal situation, which B10 – 3.54).
is encouraging, as according to these results, top man- Five items (B8, B9, B11, B12, and B13) achieved a
agement is of the opinion that: score lower than 3.5 and therefore do not represent the
• Top and middle management have developed a ideal situation. In the case of items B8 (with an aver-
clear and effective strategy, supported by a clear age score of 3.34) and B13, (with an average score of

48 QMJ VOL. 24, NO. 2/© 2017, ASQ

 The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

clear why respondents, according

Figure 3 Average scores of each item for strategic planning awarded to the scores in respect of B8 and
by three category respondents B13, are of the opinion that top
Strategic planning management does not meet the
5 requirements set for leadership
and, second, why top manage-
4.5
ment indicated in item, B11, that
workers do not really understand
Average scores

4
the interface between their tasks
3.5
and SAAF bases’ strategic plans
3 and objectives. According to items
B8, B9, B11, B12, and B13, the
2.5
reason for this is that top manage-
2 ment once more indicated that its
B1 B2 B3 B4 B5 B6 B7 B8 B9 B10 B11 B12 B13 members do not properly meet the

©2017, ASQ
Items per section
requirements set for leadership.
Top management Middle management Workers With item B9 (see Figure 3 and
Table 5), an attempt was made
3.40), an attempt was made to determine whether TQM to determine whether top and middle management
had been implemented in all supporting functions, conduct proper planning to make provision for possible
that is, finances, human resources, information and deviations from planned objectives. In the process of
organization support, work areas, and management identifying both the theoretical and practical require-
principles. If these items (B8 and B13) are linked to ments for leadership, it emerged clearly that the top
TQM principles, it becomes evident that: management of an organization must be very thor-
• The mission statement has incorporated innova- ough when planning, organizing, and exercising
tive strategies to focus on a philosophy of total leadership and control to avoid deviations from its
quality improvement. planned objectives. Top management must lead the
organization to achieve its objectives and is respon-
• Top and middle management should always take sible for keeping the organization in equilibrium with
the lead in the TQM effort and should not del- its environment by accommodating environmental
egate the responsibility to a personnel member changes. Thorough planning, which, among other
or consultant. things, implies the formulation and maintenance of
• Top and middle management at all levels should the broad objectives that will keep an organization
always be committed to TQM, both at an intellectual focused on its fundamental objective, is top manage-
and emotional level. ment’s responsibility. Ideally, there should be no doubt
• Top management should always clearly define the that top management must do thorough planning to
organization’s quality goals. be able to pursue the planned objectives. Top manage-
• Top management should promote a quality culture ment’s average score of 3.23 for item B9 shows that it
is not of the opinion that it does indeed do thorough
within the organization.
planning to make provision for possible deviations
• Top and middle management are personally from objectives. It may thus be inferred that top man-
involved through participation in the TQM philoso- agement does not really fulfill the basic managerial
phy to project the need for continuous improvement responsibility of planning for its section. A possible
to other personnel members. explanation for this may be that top management is
TQM is the process through which the organiza- not sufficiently committed to TQM at all levels (both
tion is managed and directed on a daily basis. It is the intellectual and the emotional level). Top and

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The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

middle management should be committed to TQM at of 3.51, air force organization workers indicated that
both an intellectual and an emotional level. they are involved in quality improvement programs,
The average score of 3.35 awarded by respondents while top and middle management indicated that this
to item B11 (see Figure 3 and Table 5) indicates that is not really the case. It can be inferred that there are
respondents believe that the workers do not properly factors present in the work situation that have caused
understand the interface between their tasks and the workers to have this positive view. In the case of
SAAF bases’ strategic plans and objectives. If item B11 top and middle management, it is possible that no
is linked to TQM principles, it becomes clear why top distinction was made between suppliers, customers, and
management does not really meet the requirements workers. Top and middle management may only have
set for leadership, and why respondents indicated in a problem with one of the three categories.
item B11 that workers do not really understand the Upon further analysis of the results in Figure 3
interface between their tasks and SAAF bases’ strategic and Table 5, it is encouraging to note that eight items
plans and objectives: (B1 – B7 and B10) have an average weighted score
• Top and middle management demonstrated leader- equal to or higher than 3.5. The scores awarded to
ship and commitment to TQM in the amount of item B1 (average score of 3.70) indicate that TQM
time they spent with customers, suppliers, employ- forms the basis of the bases’ strategy with the focus on
ees, and external organizations/the community. customer service and continuous improvement. The
scores awarded to items B2 (average score of 3.73), B3
• TQM is the process and manner according to
(average score of 3.77), and B4 (average score of 3.68)
which the organization is managed and directed
indicate that top and middle management at SAAF
on a daily basis.
bases do indeed take the lead in the strategic plan-
The reason for this, according to item B11, is that ning effort. Respondents’ reaction to item B2 indicates
top management (3.06) and middle management that top management and middle management have
(3.35) once more indicated that their members do not developed a clear and effective strategy, supported by
properly comply with the requirements set for leader- a clear vision, mission, and values to implement TQM
ship. The reason for this is twofold: top management at the various organizations. Respondents’ reaction
has a relatively unfavorable view of its own leadership to item B3 can also be accepted as an indication that
commitment to TQM, and its members do not con- TQM is fully integrated into the organizations’ strategy
tinually accept responsibility for teaching workers what (vision, mission, values, and ideologies) and work
the interface is between their tasks and SAAF bases’ processes. This implies that members at SAAF bases
strategic plans and objectives. Research clearly shows are already generally quite well informed about the
that strategic planning is a key area of focus for top strategic advantage offered by the philosophy of TQM.
management since it provides a means of enabling all It is encouraging to note that in the case of item B4,
personnel within an organization to focus on perform- respondents indicated (average score of 3.68) that the
ing integrated day-to-day tasks. It is top management’s mission statements of the various bases have incorpo-
responsibility to provide its employees, through stra- rated innovative strategies to focus on the philosophy of
tegic planning, with a sense of direction so they can TQM. The result of this is that respondents realize the
understand what the interface should be between their value of fully integrating TQM into strategy.
tasks and SAAF bases’ planning and strategic objectives. The fact that: 1) for item B5 (average score of
The result obtained with respect to item B12 is 3.62), respondents indicated that a hierarchy of com-
cause for concern, as top management, with an aver- mittees has been established that is responsible for
age score of 2.86, and middle management, with an the implementation of TQM; 2) for item B6 (average
average score of 3.26, indicated that SAAF bases’ sup- score of 3.52), respondents indicated that there is
pliers, customers, and workers are not all involved in a clear relationship between SAAF bases’ long-term
quality improvement programs. With an average score objectives and the TQM strategy; and 3) for item B7

50 QMJ VOL. 24, NO. 2/© 2017, ASQ

The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

(average score of 3.50), respondents indicated that despite specific deficiencies. In light of the specific
organizations have developed a detailed long-term deficiencies that were identified, recommendations
plan to implement TQM, indicates that total quality have been made in this article that can contribute to
forms the core of SAAF bases’ strategy, with the focus the elimination of the identified deficiencies. If strate-
on service delivery and long-term success. It is also gic planning enables personnel to perform their daily
encouraging to note that, in the case of item B10, tasks better, it will be possible to deduce that the more
the respondents indicated (average score of 3.72) strategic planning practices are applied, the better
that SAAF bases’ objectives are linked to world-class TQM will be implemented.
quality standards. It is encouraging to note that a sig- The research contributes to the existing literature
nificant number of respondents consistently indicated by providing a more complete and integrated view on
that thorough strategic planning is done. On the the strategic planning dimension in support of TQM
whole, the theoretical and practical requirements for implementation to boost those business activities that
strategic planning as a dimension are met. organizations want to perform better than the com-
The aforementioned statement confirms that stra- petition and that create a competitive advantage for
tegic planning is applied to the full advantage of them. The research extends ways and approaches to
SAAF bases. establish strategic planning as a core dimension in the
implementation of TQM within organizations. From an

CONCLUSION academic perspective, the research enhances insight,

and it is recommended that organizations use strate-
The main aim of this research was to provide insight gic planning and its interactions that contribute to a
into the role of strategic planning to implement a sense of organizational worth and prosperity. Although
TQM framework and to answer the research question, this statement can be substantiated by the evidence
namely: Is there a direct correlation between strategic found in this research, it offers several opportunities
planning and the successful implementation of TQM? for further research. Future research would be useful
Relevant literature on TQM definitions, strategic plan- to determine how top management ought to establish
ning definitions, and TQM-related articles were studied; unity of purpose and direction through strategic plan-
these sources revealed that there is a high regard for ning to create and maintain the internal environment
strategic planning as a dimension in implementing in which people can become fully involved in achieving
TQM successfully. Although these literature sources an organization’s objectives.
provided valuable information, the source that pro- Although the current research focused only on
vided the answer to the research question the best in the role of strategic planning while implementing a
terms of supporting the literature research, was that of TQM framework and strategic planning’s contribu-
a quantitative research study that used a questionnaire tion as a core dimension of TQM implementation, it
with structured questions. also offers several opportunities for further research.
With the aid of the computer-assisted reliability Future research would be useful to determine the
analysis (Cronbach’s alpha) for the test, the data relationships between the 14 dimensions within the
yielded by this study provide strong evidence that stra- TQM framework (see Figure 1), and the individual
tegic planning plays a crucial part in implementing role of each dimension in the implementation of the
a TQM framework. The data are reported in Table 5 TQM framework, and to extend the implementation
and provide convincing evidence that the perception of the framework to other service industries both
of personnel at the eight SAAF bases regarding the locally and globally. The framework can be used by
strategic planning dimension of the framework for organizations as a method for achieving business
the implementation of TQM was indeed positive and excellence. The SAAF shows that strategic planning
that they acknowledged the importance of strate- within the framework of TQM can be implemented
gic planning in implementing the TQM framework, to improve the excellence of any organization. The

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The Role of Strategic Planning in Implementing a Total Quality Management Framework: An Empirical View

research results show that the power of strategic Dror, S., and Y. Sukenik. 2011. A strategic service quality
framework using QFD. Total Quality Management & Business
planning as a dimension lies in its application and
Excellence 22, no. 10:1057–1070.
use. Additional future research based on the con-
Engert, S., R. Rauter, and R. J. Baumgartner. 2015. Exploring
ceptualization of the framework in Figure 1 and its the integration of corporate sustainability into strategic manage-
usefulness is required to find solutions in developing ment: A literature review. Journal of Cleaner Production 112,
a comprehensive understanding to implement the no. 2833–2850.
framework as a whole using all 14 dimensions, thus Fadol, Y., B. Barhem, and S. Elbanna. 2015. The mediating
offering the opportunity to transform organizations to role of the extensiveness of strategic planning on the relation-
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Oakland, J. S. 2011a. Leadership and policy deployment:

BIOGRAPHY
The backbone of TQM. Total Quality Management 22,
no. 5:517–534. Jacobus Johannes Oschman is an associate professor in the
Department of Operations Management, College of Economic
Oakland, J. S. 2011b. Total Quality Management: text with and Management Sciences (CEMS), University of South Africa,
cases. Great Britain: Martins Butterworth-Heinemann. South Africa. Oschman has 30 years’ experience in total quality
Oakland, J. S., and S. J. Tanner. 2008. The relationship between management (TQM), operational and production management of
business excellence and performance – An empirical study using aviation systems, SHERQ, and EFQM self-assessment for aviation
Kanji’s Leadership Excellence model. Total Quality Management systems. Oschman’s research focus is primarily on how to develop,
implement, and maintain/sustain TQM, the AS9100 standard, and
& Business Excellence 19, no. 7-8:733–749.
SHERQ in the workplace to execute smart operations to support
Oschman, J. J. 2004. A framework for the implementation products, systems, and equipment within organizations, ensuring
of total quality management in the South African Air Force. service delivery and performance excellence. Oschman can be
Doctoral thesis. Pretoria: University of South Africa. reached by email at: [email protected].

www.asq.org 53