This paper is a study on enhancing Malaysian quality management practices from Japanese experience. The study focuses on two main objectives: to investigate whether Malaysian companies practice Total Quality Management (TQM) the Japanese way; and to later identify their role towards organizational performance. The study employed qualitative and quantitative method of questionnaire survey on Malaysian manufacturing companies using the 6 point Likert scale. The findings of the study reveal that Malaysian companies do practice TQM the Japanese way, but there was no influence on organizational performance via employee and customer.

Research and theory in Total Quality Management (TQM) implementation are at a very early stage in the west (Sitkin et al., 1996; and Dale et al., 2000; cited in Thiagaragan et al., 2001). As for studies done in Malaysia, it is much greener (Lian and Hal, 2001). In addition, research involving TQM usually focuses on common existing western literature (Saraph et al., 1989; and Agus, 2001; 2004 and Augus and Abdullah, 2000), and very few focus on a certain model or a nation's practice such as the Japanese way (Sila and Ebrahimpour, 2002).

Focusing on Malaysia specifically, lack of empirical research is the main impetus for this study. Past research, though few, were mainly concerned with either TQM or Japanese management separately. The former usually dwells into TQM's critical factors; impact of TQM on performances; and/or TQM on certain industries or countries (Idris et al., 1996; Abdul Aziz et al., 1998; Agus, 2001 and 2004; Agus and Hassan, 2000; Lau and Idris, 2001; Eng and Yusof, 2003). While the latter focus on comparative studies between Malaysia and Japan with concerns such as on the transferability of Japanese soft technology (Awang, 1997); and the Japanese style in HRM (Abdullah and Keenoy, 1995).

This paper is the continuation of the author's attempt to look into aspects of Japanese Management Style (JMS) and practices of TQM the Japanese way simultaneously; investigating their relationship in the Malaysian context. The author has suggested on the existence of JMS's essence in Malaysian companies. The findings suggests that JMS plays a passive role in improving organizational performance via TQM (Shaari, 2007a), which lead to the proposal of AFC's model for a strategic adaptation of JMS and TQM (Shaari, 2007b).

Operations Management Journal, Total Quality Management, TQM, Malaysian Companies, Japanese Management, Organizational Performances, Knowledge Management, Global Strategy, Decision Making Process, Long-term Employment System, Customer Loyalty, Quality Control Circles, Continuous Improvement, Organizational Culture, Japanese Philosophy.