Thai Manufacturing

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University of Wollongong

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Guenter ArndtUniversity of Wollongong, @;.*.

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Proceedings of the 7th

Asia Pacific Industrial Engineering and Management Systems Conference 2006

17-20 December 2006, Bangkok, Thailand

The Problems of Implementation of Total Quality

Management in Thai manufacturing SMEs

Panu Buranajarukorn

Naresuan University, Phitsanulok 65000 THAILAND+663-163-2259, Email: [email protected]

Peter Gibson and Guenter ArndtUniversity of Wollongong, New South Wale, 2500 AUSTRALIA

+612-4221-3491, Email: {peterg, garndt)@uow.edu.au

Abstract. Thai manufacturing SMEs have played a major role in developing Thai economy, social andemployment. In this situation, they have been confronted by forceful overseas competitors, especially in low-cost producers such as China, India, Vietnam, etc. They need to upgrade organisational performance in orderto increasing their international competitiveness. However, most of Thai manufacturing SMEs have beeninadequate modern technology when compared to large enterprises. Therefore, management technique i.e.TQM has been introduced to implement in Thai manufacturing SMEs for establishing a good quality

management system, developing human resources and increasing business performance. The questionnairewas used as a tool for gathering data in this research. Firstly, it presented the main problems of establishmentof TQM in Thai manufacturing SMEs by following the seven criteria of TQA; Leadership, StrategicPlanning, Customer and Market Focus, Information and Analysis, Human Resource Focus, ProcessManagement, and Business Results. Secondly, the SWOT analysis was used for examining the Strengths andWeaknesses and evaluating the Opportunities and Threats to Thai manufacturing SMEs. Finally, it found that

Thai manufacturing SMEs lacked in cooperating with Government units. All these problems may lead Thaimanufacturing SMEs to be unsuccessful implementation of TQM in their organisation, therefore they shouldrealise their problems and business environment, and then develop all aspects of management systems inTQM and establish a strong partnership network with government.

Keywords:Problems, TQM, Thai manufacturing SMEs, TQA

1. INTRODUCTION

Thai manufacturing SMEs have played a major role inincreasing Thai GDP. However, there have been many

problems inside organisations that have created obstacles to

improving performance and confronted by fierce overseas

competitors. There appears to be a need for Total QualityManagement (TQM) that benefits from well-managed

organisation. TQM principles have been developed over

many years by Quality practitioners, the core concepts of its

approach were derived from three core principles; (1)

Achieving customer satisfaction, (2) Striving for continuous

improvement, and (3) Encouraging the full involvement of

the entire workforce.

TQM has been used by many larger Thai enterprises, but

there has been a slow up-take in Thai manufacturing SMEs.

This study was based on literatures and the results of

questionnaire surveyed from 71 Thai manufacturing SMEs.

The paper presents the main problems of establishment of

TQM in Thai manufacturing SMEs by following the seven

criteria of Thailand Quality Award (TQA):- Leadership;

Strategic Planning; Customer and Market focus; Information

and Analysis; Human Resource focus; ProcessManagement; and Business Results.

The SWOT analysis was used for examining the

Strengths and Weaknesses and evaluating the Opportunities

and Threats to Thai manufacturing.

Moreover, it found that Thai manufacturing SMEs lacked

in cooperating with Government units.

Therefore, Thai manufacturing SMEs should realise all

these problems and business environment, and then develop

all aspects of management systems in TQM and establish a

strong partnership network with government.

: Corresponding Author 238


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Panu Buranajarukornet al.

2. THAI MANUFACTURING SMEs

Most manufacturing enterprises throughout the world

are Small and Medium Enterprises (SMEs) dependent ontheir domestic markets to develop their businesses (Day,

2000; Freeman, 2000). In Thailand, the statistics (Leopairote,

1997) showed that most of manufacturing enterprises (over

90%) was SMEs which employed less than 200 (ISMED,

1999). According to Thanee (2004), he concluded that Thai

SMEs were increased from 799,033 (1997) to 1,639,427

(2002) enterprises. They have played a major role in

developing Thai economy, social and employment

(Leenabanchong, 1997). The contribution of SMEs to the

overall economy has been growing. It is estimated that they

provide more than half of the total employment, more than

75% of industrial jobs and more than half of the nationsGDP (Simachokdee, 2001b). The ISMED (1999) concluded

that the contribution of SMEs to Thai economic development

was as follows;

- to create jobs

- to add value to products

- to earn foreign income from exports

- to be producers, replacing imported products

- to generate positive business experience for new

entrepreneur

- to be a subcontractor or link with large companies

- to be a source of labour skills development

The nature of Thai manufacturing SMEs was different to

that of the large Thai enterprises and may differ from SMEs

in other countries, but as a rule, most were seeking local

domestic markets not global markets, engaging relatively

higher skilled employees, using basic technology, had a top-

down management style, and senior/middle management

were employed with regard to their tangible/immediate ability

rather than their whole personality or potentiality (Umezawa

et al., 2000).

Compared with large enterprises, Thai manufacturing

SMEs products mostly are the result of labour-intensive

production not those based on high technology and

automation. They are however, more flexible in their

organisation and management than large organisationsbecause of their small vertical organisational structure

(Ghobadian and Gallear, 1996). No complex financial,

production or specialised management is needed, so they are

able to make rapid progress in achieving their goals once they

are committed (Sonthithai and Thavornbud, 2003). However,

they are largely unaware of the need to develop quality

management in their organisation (Simachokdee, 2001b).

Figure 1 below shows the difference of stages of development

in two firm sizes.

Stages of Development Manufacturing Sectors

R & D

Design/Engineering

Modification/AdaptationCopy/Basic Manufacturing

Figure 1: Stages of development of Thai manufacturers

Thai manufacturing SMEs problems are generated from

two main sources; the first is the Thai government. The

government units designed to assist the SMEs, but its slow

response when compared with other governments, in creating

appropriate legislation and establishing an Institute for SME

Development, affect the SMEs competitive chances

(Sakulsurarat, 2002); and the second problem for SMEs is

their internal management they have many internal

problems (FTI, 2001; DIP, 2003). From previous research,

the following figure was developed showing internal and

external problems of Thai manufacturing SMEs. Uncertainty

about external factors also contributed to the overall

difficulties. This interplay between these factors

(Buranajarukorn et al., 2003) is illustrated in Figure 2 below.

Figure 2: Internal and external problems of Thai

manufacturing SMEs

In addition, Milintasoot (2000) looked critically at the

problems of personnel management in Thai manufacturing

SMEs which seem to have been caused by the Eastern

management style. This was one in which there is a close

relationship between employer and employees. Employees

External Problems: Areas of UncertaintyManagement Innovations, Customer Needs, Supplier Capacity, Government

Support, IT, Technology changes etc.

Internal Problems

Problems inManagement control, Marketing, Production system, Personnel

management

Lack of Investment for HRM, R&D, Advanced technology,Continuous Improvement programme, Additional

infrastructure development, Management support development

Lack of Organisational Competitiveness

SME Organisation

SMEs

Large

Enterprises

239


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are treated as family members with the employer regards as

head of the family and in charge of all management decisions.

This has led to major problems whenever the scope of

management was expanded. It is especially noticeable in the

Human Resource Management area.

3. BUSINESS ENVIRONMENT CHANGES

The worldwide industry has been affected by the

increasing global competitiveness from international

corporations (Porter, 1990; Gadenin, 2000) and cheap labour

source countries (Dollar and Driemeier, 2000). Businesses

today cannot ignore the need to increase their performance

level if they are to succeed in global markets and to advance

to a World Class Manufacturing performance (Jarnchai et al.,

1997; Oakland, 2001). The two-side effects of global

competition on Thai manufacturing SMEs shows in Figure 3

below.

Figure 3: The two-side effects of global competition

The Thai government was committed by the agreements

to increase exports (APEC Secretariat, 1998) and abandon

protective tariffs by negotiating FTAs with other

governments i.e. U.S., Australia, China, India and Japan. It

was believed that the FTA principle was an effective catalyst

for improving competitiveness, promoting sustainable

economic growth and alleviating poverty (Secretariat of

WTO, 2003). The importance of FTAs to Thai industries was

the recognition that:- (1) FTAs will increase the number of

competitors from abroad into the Thai domestic market whichwas previously largely occupied by Thai manufacturers; (2)

FTAs will generate an opportunity for Thai manufacturers to

export products to international markets; and (3) FTAs will

force Thai manufacturers to upgrade their organisational

performance if they want to protect their share of domestic

and penetrate into international markets.

From a study of market positioning of exports in 1996

and 2000, Dhanani and Scholtes (2002) discovered that Thai

industries had decreased their share of world markets. Figure

4 below shows the current competitive situation which was

confronted by 71 Thai manufacturing SMEs. Most

percentages were in aggressive (54.93%) and moderate(35.21%) competitive situation, respectively. They were poor

performance in administrative and technology when

compared with their competitors.

0

5

10

15

20

25

30

35

40

45

None Little Moderate Aggressive

Number of enterprises

The Current Competitive S ituation

54.93%

35.21%

5.63%4.23%

Figure 4: The current competitive situation of Thai

manufacturing SMEs

The competitive situation has led to Thai manufacturing

SMEs being concerned about their problems and they need to

consider changing their ways of operating to attain a high

business performance. They need to realign manufacturing

strategies and integrate them with their capabilities,technology, human factors, management approaches,

organisational factors, and performance measurement.

4. QUALITY AS A BUSINESS STRATEGY

Quality is as important as low-cost and innovation

strategies (Hay, 1996), as a business strategy to win in an

aggressive market situation against a number of global

competitors. This also proved by a number of famous quality

Global competition

Positive effectsNegative effects

Increase in number of (potential)

competitors from abroad

Aggressive competitive situation

Readjustment of

administration and

product

characteristics

World Class

Performance

Unawareness of

competition and Lackof performance

improvement

Organisational

incompetence

Market Lost Market Win

240


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gurus (Deming, 1986; Juran, 1986; Crosby, 1979) that

successful manufacturers consider the implementation of

Quality Management (QM) as the essential part of their

business strategy.

However, the study found that most Thai SMEs

manufacturing strategies were focused on Cost rather thanQuality, Flexibility and Delivery (see Figure 5 below). The

results show that the Thai manufacturing SMEs preferred,

generally, to use an improved cost strategy to overcome

market resistance and refused to use Quality or some other

strategy.

84.51

49.3

32.3922.54

0

10

20

3040

50

60

70

80

90

Cost Quality Flexibility Delivery

%

Figure 5: Thai SMEs manufacturing strategies

Thai manufacturing SMEs need to become aware of the

advantages to be gained from initiating the development of a

QMS as their strategy. It can show the typical of development

of QMS in Figure 6 below.

Figure 6: Typical stages of development of QMS in Thai

manufacturing SMEs

Figure 6 above shows the typical stages of the

development of QMSs in Thai manufacturing SMEs to

compete in global markets. Market pressures have forced

enterprises to raise their quality standard to the minimum

necessary to obtain a Quality Certification. Mere Quality

Assurance (QA) is inadequate for coping with international

competition, TQM is necessary as a means of guarantee of

continual quality improvement. TQM also needs the efforts of

all employees to develop a better basic infrastructure.

5. APLLICATION OF TQM

Many QM approaches have been introduced in many

countries. In Thailand, there appears to be three main reasons

for their implementation;

(1) to use as a tool and techniques for improvement e.g.

QCs, SQC, 5S

(2) to obtain a Quality Certificate e.g. ISO 9000: 1994,

ISO 9000: 2000

(3) to achieve a Business Excellence approval e.g.

TQM, Six Sigma

Buranajarukorn et al. (2003) concluded the current

situation of quality management system (QMS) in Thai

manufacturing enterprises in Table 1 below.

Table 1: Current situation of QMS in Thai manufacturing

enterprises

QMS Number of enterprises Large SMEs

No system A great number -

ISO9000 Some

TQM A few number -

The implementation of QM in Thai manufacturing

SMEs has not made much progress because of internal

obstacles such as poor basic infrastructure, shortage of

resources, human resource issues etc.

This study found that most Thai manufacturing SMEs

preferred to implement a Continuous Improvement (CI)

propramme and Best Practice (GMP/HACCP). Half of the

surveyed enterprises had implemented SQC and QA

(ISO9000), but most had not implemented TQM. This result

is given in Figure 7 below.

32.4

38.03

49.3 50.7

69.0267.6

61.97

50.7 49.3

30.98

0

10

20

30

40

50

60

70

80

CI Bes t p ractic es SQC QA (ISO9000) TQM

Not implemented

Implemented

Perce ntage of companies

241


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Figure 7: Percentage of Thai manufacturing SMEs which

had and had not implemented QM

Most Thai manufacturing SMEs are interested in

implementing a QM programme (SQC, CI, QA, TQM and

Best Practices), but the percentage of Thai manufacturingSMEs which have fully implemented any QM is still less than

50%, especially TQM (5.63%). This may because only a few

employees understood the theory and practical application of

TQM (67.61%). The progressive status of implementation of

TQM in Thai manufacturing SMEs is given in Figure 8

below.

Figure 8: Progressive status and Stages of problem of

implementation of TQM in Thai manufacturing

SMEs

The results in Figure 8 above show that the successful

implementation of TQM was only 5.63%. There are three

stages of problems whenever implementing TQM in

organisation. These can conclude as follows;

Problem 1 (P1) = Management/Employees are

not interested in implementing TQM. Problem 2 (P2) = Management/Employees are

interested in implementing TQM, but they dont

know how to do it.

Problem 3 (P3) = Management/Employees do

not have someone/basic infrastructure to

help/support them to succeed in implementing

TQM.

\

The author suggests three strategies to deal with these

problems (see Figure 9 below).

Problems Strategies

Figure 9: The three strategies to deal with the problems of

implementation of TQM

6. ACHIEVEMENT OF TQA

Thailand as same as many countries, has established its

own Quality Awards named Thailand Quality Award (TQA).

It provides for self-assessment of the degree of the

performance excellence in the use of TQM. There are seven

criteria at the centre, these are: (1) Leadership; (2) Strategic

Planning; (3) Customer and Market Focus; (4) Information

and Analysis; (5) Human Resource Focus; (6) Process

Management and (7) Business Results

In this study, it can classify the achievement of Quality

Awards in Thai manufacturing SMEs into three levels. These

are shown in Table 2 below.

Table 2: The three levels of achievement of Quality Awards

in Thai manufacturing SMEs

Level %

No achievement (any Q award) 32.39%

Low achievement (only Local/National) 29.58%

High achievement (at least International) 38.03%

Total = 100%

Interested in TQM(61.97%)

Not interested in TQM(38.03%)

Not implementedT M 33.99%

ImplementedT M 27.98%

Fully ImplementedT M 5.63%

PartiallyImplemented

TQM (22.35%)

Problem

(P)

Success

P1

P2

P3

They are not

interested in TQM

They are interestedin TQM, but they

dont know how toimplement it

They dont havesomeone/basic

infrastructure tohelp/support them to

succeed in

implementing TQM

Change

management

Culture/ Attitude/

Awareness/ Mindset/

Behaviour

Training &

Education

Theory/ Practice/

Planning/ Programme/

Evaluation

Maintaining QA,

Expert assistance,

Self-assessment by

using Business

Excellence criteria

242


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From Table 2, it conclude that most Thai manufacturing

SMEs (61.97%) had never achieved any award or only

achieved a Local or National Quality Award. Only 38.03% of

enterprises had achieved International Quality Awards. The

achievement of an International Quality Award should bepromoted as necessary as well as the realization that they

need to develop their organisational performance to achieve

this award standard.

There are confusion between percentages of market

targets and level of achievement of Quality Award in Thai

manufacturing SMEs. The study found that most Thai

manufacturing SMEs sought a Quality Award for Domestic

rather than International markets, even if they focused more

on International markets (see Figure 10 below).

Figure 10: The significant difference of the percentage of

enterprises which focused on two markettargets and level of achievement of Quality

Awards for Domestic/International markets

Followed by seven criteria of TQA, the study shows that

approximately 50% of Thai manufacturing SMEs do not

achieve all the criteria and only 22.54% achieved the criteria

of Leadership, 19.72% achieved Strategic Planning, but only

4.23% achieved the criteria of Information and an analysis.

These results are given in Figure 11 below.

45.0742.25

36.62 36.62

22.5419.72

4.23

05

10

1520253035

404550

CustomerandMarketfocus

Processmanagement

HRfocus

Businessresults

Leadership

Strategicplanning

InformationandAnalysis

%

Figure 11: The Achievement of Criteria of TQA

6. PROBLEMS OF SME ORGANISATION

The problems in this study were grouped into two

areas; (1) by Resources and (2) by Operational tasks.Resource problems are related to operational task problems

and both problems effect on implementation of TQM. These

effects are shown in Figure 12 below.

Figure 12: Effects of two problem areas on implementing

TQM

This study shows the significant effects of two problem

areas on implementing TQM (see Figure 13 below). Most

Thai manufacturing SMEs (more than 70%) have occurred all

problems. These obstacles are needed to be eliminated in

order to optimise their use of resources in organisation and

work efficiently.

98.59

94.37 94.37

71.89

31.4325.37

13.45 17.65

0

10

20

30

40

50

60

70

80

90

100

Materials People Machines Money

%

95.77 95.77 94.3791.55

16.1813.24 13.43

20

0

10

20

30

40

50

60

70

80

90

100

Production Administration Maintenance Quality control

%

Focus on market targets

Achieving Quality Awards for

OperationalProblems

Production

Administration

Maintenance

Quality control

ResourceProblems

Material

People

Machine

Money

Problems of im lementin T M

% of enterprises % of frequent problems

(a) Resource Problems

(b) Operational task problems

243


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Figure 13: Percentage of (a) Resource problems occurred and

(b) Operational task problems occurred

7. THE SWOT ANALYSIS

The SWOT analysis is the method used for identifyingthe Strengths (S), Weaknesses (W), and examining the

Opportunities (O) and Threats (T) to Thai manufacturing

SMEs. There are two-side effects on organisational

performance; positive (+) and negative (-). They are

illustrated in Figure 14 below.

Figure 14: Strengths (S), Weaknesses (W), Opportunities

(O), and Threats (T) on Organisational

performance in Thai manufacturing SMEs

In this study, the many issues under these categories

uncovered by the SWOT analysis are summarised as follows;

Strengths

Characteristics of selected companies

Market focus

Organisational Structure

Interest in QM Implementation

Awareness of benefits of QM implementation

Level of readiness of organisation for development of

Business performance to achieve competitiveness

Some organisational aspects e.g. Work satisfaction, Gender

equity and opportunity, Autonomous Work (Self-

directing)/Work freedom, Trust, Leadership, Employment

relation, Quality awareness, Work

commitment/participation, Morale, Quality of working

conditions/Job security/Well-being Methods for solving quality problems

Interest in government assistance

Requirement of improving skills for front-line operators

Weaknesses

Management styles

Focus of manufacturing strategy

Quality awards entries and its achievement

Implementation of any QM

Number of person who were knowledgeable about TQM

Achievement of criteria of TQA

Internal problems (Resources & Operational tasks) Some organisational aspects e.g. Continuous learning,

Work cooperation/Teamwork, Long term goals,

Continuous improvement mindset, Scientific decision

making methods, Linkage between employees and

organisation goals

Strategic human resource planning

Training in QM courses

Policy deployment

Document management systems

Performance management and Leadership systems

Improvement programmes and utilisation of the

improvement tools and techniques

Involving in government assistance programmes

Opportunities

Increase of International markets

Establishment of TQA

Government assistance programmes

Many QM practices and Improvement tools and techniques

were introduced in Thailand

Government policy and provision of government assistance

programmes

Threats

Increase of the competitive situation in both domestic andinternational markets

FTAs

Higher customer expectation of quality of products

Requirement of QA and QM programmes

Need to achieve Quality Awards

Lack of investment in modern technology and need to

focus on human capability

8. GOVERNMENT ASSISTANCE

Where;

Internal factors; S = Strength (+)W = Weakness (-)

External factors; O = Opportunity (+)

T = Threat (-)

S(+)

S(+)

W(-)

S(+)

S (+)

S(+)

S(+)

W(-)

W(-)

W(-)

W(-)W(-)

Organisational

performance

S(+)

W(-)

O(+)O(+)

O(+)

O(+)

O(+) O(+)

O(+)

O (+)

O(+)

T(-) T(-)T(-)

T(-)

T(-)

T(-)

T(-)

T(-)

Thai manufacturing

SMEs

Business environment

Negative effects Positive effects

244


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Government recognised that SMEs are the main source

of the Thai economic growth and their success is needed to

sustain Thai competitiveness, quality growth, and lasting

properity (Phoosuphanusorn and Treerapongpichit, 2002).

The strategy used to increase the quality and productivity ofproducts is the utilisation of technological and managerial

innovation, especially human resource development. This

strategy aimed to encourage entrepreneurs, both existing and

new, to develop their skills and the capabilities of their

employees (ISMED, 1999).

The Thai government provided two master plans for

helping SMEs, one short, the other long term. The short-plan

focused on solving financial problems in SMEs such as

liquidity which appeared after the Asian economic crisis

(1997) by providing investment capital for increasing the

SMEs competitiveness. The long-term plan was to improve

SME performances in order to obtain sustainable growth inthe global market. This included legislation to assist SMEs,

the establishment of an Institute for SME Development and

government support for SME development programmes

generally. The support programmes included consulting,

training and providing seminars, market promotion, funding,

and information services (Soontorncharernnon, 1997).

Although the government has provided many assistance

programmes for developing Thai manufacturing SMEs

organisational performance, these programmes seemed to be

unproductive. Simachokdee (2001a) criticised the problems

of Thai manufacturing SMEs into two issues; the internal

problems of Thai manufacturing SMEs and the accessibility

of government services. Figure 15 below shows that there

was a gap between government support and SME needs for

assistance. Most SMEs cannot access to government

information and some deny their involvement in a

programme. The government needs to broadly promote an

assistance programme, develops a new programme whichrelates to the SME needs (S1) and encourages SMEs

entrepreneur to participate in government assistance

programmes (S2).

Figure 15: Gap - Government support and SME Needs

From the results of this study, it found that

approximately 67.61% of Thai manufacturing SMEs had

experienced some government assistance. It should be noted

that less than 40% of the services on government offer were

taken up. The most used of the government assistance

programmes are training of entrepreneurs (39.44%) andattendance at courses on the Quality Certificate requirements

(30.99%). However, there are some other services used by

less than 10% of companies. These included Testing and

Evaluating of Products, Infrastructure, Marketing, Financial

Loan, Training in Financial Analysis, Taxation, and

information Technology (see Figure 16 below).

9.86

9.86

8.45

8.45

8.45

7.04

2.82

0 2 4 6 8 10 12

Testing & Evaluating of products

Infrastructure

Marketing

Financial loan

Training in financial analysis

Texation

Information technology

%

Figure 16: Experiences with government assistance

programmes less than 10% of enterprises

The government needed to be clearly aware of the needs

of Thai manufacturing SME and provide strategies, vision

and mission statements for implementing its assistance

policies. Alone, Thai manufacturing SMEs, cannot develop

their organisational performance, they need to develop

linkages between their business partner in order to gain

business information and assistance programmes from asmany sources as possible.

9. MODEL DEVELOPMENT

This study developed three sub-models; (1) Model of

Problems in Thai manufacturing SMEs, (2) the Model of

Government Assistance and (3) the Model of Developing

TQM. The model is illustrated in Figure 17.

Government

units SMEs

Businessinformation

Government

assistance

OverlapGovernment support SME needs

Increasing

organisational

performance

Gap

Gap

S1

S2

245


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Model of Problems in Thai manufacturing SMEs

Quality Practices

Management Functions

and Operational TasksHuman Resources

Basic Infrastructure and

Or anisational As ects

Related problems

Model of Government Assistance

Model of Developing a Quality Management System

Strategy1: Communication, Information, and Education

Strategy2: Provision of Effective SME Development programmes

Strategy3: Improvement of Work Systems

Strategy4: Establishment of Basic Infrastructure

Strategy5: Development of Quality Management Systems - TQM

To Establish

Or anisational Infrastructure

To Develop

Or anisational Culture

To Develop

Human Resources

Level 0: No QMS

Level 1: QMS, No Q Cer.

Level 2: QMS, No Q Cer.,Partial TQM

Level 3: QMS, Q Cer.

Level 4: QMS, Q Cer.,

Partial TQM

Level 5: QMS, Q Certification, Full implementation of TQM

QMSDe

velopment

The government clearly understands Thai manufacturing SME needs to develop

QMS in order to increase Organisational performance and competitiveness

The government implements its policies and strategies effectively and develops

programmes continuously for assisting Thai manufacturing SMEs

Thai manufacturing

SMEs realise theirinternal problems

and have an effort

for developing the

Human Aspects in

implementing QMS

HRDevelopment

Self-assessment from

TQA

Ineffective QMS

Feedback

P D

A C

246


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Figure 17: The Relationship of three sub-models: Problems, Government Assistance, and Developing TQM

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ACKNOWLEDGEMENT

I would like to express my sincere and grateful thanks to

Assoc. Prof. Peter Gibson and Prof. Guenter Arndt, for

their imparted knowledge, kind assistance, useful advice

and valuable comments. On a personal note, the most

important thanks to my family members for support and

morale.

AUTHOR BIOGRAPHIES

Panu Buranajarukorn is a Lecturer in Department of

Industrial Engineering, Faculty of Engineering, Naresuan

University, Phitsanulok, Thailand. He received a M.Eng.

(Industrial Engineering) from Department of Industrial

Engineering, Faculty of Engineeering, Chulalongkorn

Univeristy in 1997. His thesis is in Ergonomics field,

named Effects of Heat Load on Physical Fatigue at

Work, supervised by Professor Dr. Kitti Intranont. Now,

he has submitted Ph.D thesis of Engineering

Manufacturing field. He focused on Implementation of

Total Quality Management (TQM) in Thai

manufacturing SMEs, supervised by Associate ProfessorPeter Gibson and Professor Guenter Arndt at School of

Mechanical, Materials and Mechatronic Engineering,

University of Wollongong, Australia. Now, he is waiting

for the result of thesis. His teaching and research

interests include Ergonomics, Safety, Engineering

Management and Quality Management, especially TQM.

His email address is or

Peter Gibson is an Associate Professor in School of

Mechanical, Materials and Mechatronic Engineering,

University of Wollongong, Australia. He has 29

publications which emphasised Supply Chain

Management, Business Management, Information

Technology, Quality Management, SME Management

and E-commerce. His research has focused on Supply

Chain Management. Now, he is the Director of Studies

Postgraduate Coursework in Faculty of Engineering,

University of Wollongong, Australia. His email address

is

Guenter Arndtis Honorary Professor of Manufacturing

Engineering in the School of Mechanical, Materials and

Mechatronic Engineering, University of Wollongong,

Australia. He has a very distinguished international

career in Manufacturing research, specialising in Total

Quality Management (TQM), Japanese Management,

Continuous Improvement programmes, Total Productive

Maintenance (TPM), Manufacturing Management,

Systems and Strategy, Just-in-Time (JIT) and theirapplication in Developing Countries. His email address

is

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Thai Manufacturing