Total Quality Management is a philosophy which has invaded the business landscape. Strong adherence therefore would bring mostly positive impact on the business organizations. Along this line, this study was conducted to assess the adherence of the various companies in the CALABARZON (Cavite-Laguna-Batangas-Rizal-Quezon) region. The problems addressed by the study are the typical profile of the respondents, their assessment on Total Quality Management Philosophy, their degree of agreement on the barriers to TQM implementation, and the significant difference between TQM Philosophy and Barriers to TQM Implementation. A total of 109 respondents participated in this study. The study utilized the descriptive design to examine the phenomena as they exist. The study indicated that the respondents typically were manufacturing, ISO (International Organization for Standardization) Certified, with customer satisfaction initiatives, and garnering a Quality Management Award. It was revealed by the findings of the study that the companies surveyed have a high level of adherence to TQM philosophy. Of the nine areas of TQM, the respondents reported that they have higher adherence to work environment, management leadership, education and training, supplier quality management and systems and processes. Like in any other business philosophies, there are also pitfalls or hindering factors in implementing TQM. The respondents showed fair agreement that availability to training, lack of understanding, resistance to change, and lack of system and structure for TQM hinders the TQM implementation.
Total quality management, philosophy, barriers.
Rogel L. Limpiada is with Faculty of College of Education, Institute of Graduate Studies and Research, Manuel S. Enverga University Foundation, Lucena City, Quezon Province, Philippines (e-mail: email@example.com).
Rogel L. Limpiada, "
Adherence to Total Quality Management Philosophy of Selected Companies in the CALABARZON Region, Philippines," Journal of Economics, Business and Management vol. 4, no. 5, pp.