Abstract:
The purpose of this paper is to examine the research issue of how TQM implementation of an organization is
accomplished within its cultural change. The issue is examined and discussed in relation to how Japanese 5-S based
TQM implementation of a Sri Lankan public hospital was accomplished within its cultural change. By adopting the
case study research strategy with multiple data gathering techniques and qualitative data analytical methods, the
paper reveals that culture change process of the hospital has taken place through its 5-S based TQM activities
implemented in 2003. It was that the democratic leadership type communication of the CEO of the hospital has
initiated its culture change process with the TQM implementation. The hospital has won a national quality award in
2003 for its service performance improvement by practicing Japanese 5-S based TQM activities. However, the
hospital has not continued its TQM success for a long period. This was because of the personal values of the CEO as
a whole were not sufficient to maintain the ideal type/democratic type communication with different employee
categories (i.e., divisional heads, doctors, nursing sisters and nurses, paramedical staff, midwifery staff, clerical
staff, and support staff) them to engage in the TQM implementation with high integrity for a long period. Although
the CEO’s personal values comprised both teamwork and openness values which enabled the integration of TQM
activities within the hospital in short-term, the CEO lacked the responsiveness, forgiveness, practical orientation,
and continuation values. Consequently, the CEO was not able to continue the culture change process of the hospital
towards its TQM implementation for a long period. The paper also reveals that the national culture values of Sri
Lanka considered for this study have constrained personal values of the CEO within the hospital context of TQM
implementation.
