There are many challenges facing Libyan process and manufacturing industries in
today's competitive market. One of these major challenges is the ability of Libyan
companies to effectively introduce quality management approaches such as Total
Quality Management (TQM) that can empower their people and improve their ability to
respond to international competition.
The main aim of this study was to identify the drivers and barriers to the adoption of
TQM in Libyan process and manufacturing industry and to develop a model through
which Libyan companies could implement and maintain improved quality systems.
To achieve this aim, the research approach adopted both quantitative and qualitative
methods. A generic framework of the critical success factors for implementing TQM
was developed from the literature and endorsed by practitioners and experts in the field.
Structured questionnaires were utilized to elicit the opinions of 400 managers from the
Libyan process and manufacturing industries regarding the extent of quality
management initiatives implemented in these companies. Semi-structured interviews
were then used to identify mangers' opinions about the topics related to TQM
implementation in companies in Libya and the United Arab Emirates (UAE).
The research indicates a low level of critical TQM success factors within the Libyan
companies, mostly caused by a minimal awareness of TQM philosophy, methods and
tools, especially among top management. It also indicates that quality initiatives and
practices in Libyan companies are still in the early stages and most of the companies
studied were proceeding with quality improvement programmes without a well-defined
vision and objectives.
Based on these results the original TQM framework was modified for use within Libyan
process and manufacturing industries. The framework propagates an approach to
implementation incorporating top-down deployment and bottom-up participation. It prescribes guidelines for introducing TQM in four phases and is designed to help
Libyan companies get started and move step-by-step towards a TQM culture.
Moving from one phase to the next depends upon the harnessing of knowledge and
expertise gained during the previous phase and fulfilling each phase assessment criteria.
The implementation of this model will work faster and more efficiently if there is strong
commitment from the top management and employees within the Libyan companies