Several studies dealing with empirically validated scales for TQM implementation have been conducted (i.e., Ahire et al., 1996; Flynn et al., 1994; Saraph et al., 1989). The three instruments developed by the aforementioned researchers differ in terms of constructs and measurement items, each instrument having its own strengths and weaknesses (Their differences were addressed by Ahire et al. [1996]). However, these three instruments could not be adopted by this study since it adopted different TQM implementation constructs and targeted different samples. Therefore, a new set of items for measuring these constructs for Malaysian SMEs in the manufacturing sector had to be developed. The existing instruments developed by these researchers did, however, give some insights into operationalizing the 10 TQM principles. In this study, based on the existing literature review, the definitions and explanations of the 10 principles, the set of TQM implementation practices that support TQM implementation, and the special characteristics of Malaysian SMEs manufacturing firms. A comparison between this and other instruments was conducted in order to identify the characteristics of this instrument. In this study, only three instruments were selected for this comparison. They were developed by Saraph et al. (1989), Flynn et al. (1994), and Ahire et al. (1996), respectively. The instrument developed in this study has two unique characteristics, discussed in the following paragraphs. The first is that this instrument covers a broader scope of TQM in comparison with the other researchers’ instruments. This instrument has 11 scales that are broader than the scales in the measurement items in total (the original instrument had 79 items and one was deleted after factor analysis), which is more than the other measurement items. This instrument, therefore, covers a broader scope of TQM.
Secondly, specific characteristics of Malaysian SMEs were taken into account in developing this instrument. Since its aim was to measure TQM implementation for SMEs in the manufacturing sector, the instrument had to be suitable for use in Malaysia. Thus, specific characteristics of Malaysian SMEs had to be taken into account in its development. For example, most Malaysian SMEs were weak in terms of their visions and plans. Thus, “Vision and plan statement” was therefore one scale in this instrument. Most SMEs were trying to implement ISO 9000 in order to improve their quality systems. This instrument thus included the scale of “Quality system improvement”. Some Malaysian SMEs top managers preferred to pursue short-term business success because of the nature of the country’s institutional system.
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