Abstract—This paper describes the collection and analysis of data obtained from face-to-face interviews conducted in selected Libyan industrial companies. The objectives of the interviews are to enhance understanding, and generate explanations of current issues in culture and quality management systems in Libyan companies. The method used in analyzing the questions, as well as the main finding of each question are explained. The interviews probed areas identify national and organizational culture, quality management systems, current methods, effects, barriers and other factors affecting the success of quality management implementation. Eleven questions are prepared and been discussed with the interviewees. Keywords—Interviews, quality, culture, Libyan industrial companies. I. INTRODUCTION UALITY MANAGEMENT practices requires an organizational culture that is quality–oriented and supported by top management, team working and group efforts, organizational learning and entrepreneurship, open communication, risk taking, continuous and permanent improvement, focus for both domestic and outside customers, partnership with suppliers, and evaluating and monitoring of quality [1]. Successful implementation of quality management system requires an appropriate company culture, where everybody is effectively working forward for the purpose of reducing waste and for helping their partners. Everybody realizes that their contributions are essential for the team in which they are members and for their customers. The work team also realizes that if they are not in their work physically as well as emotionally, there is jeopardy that the job will not be completed as professionally as possible. The success of the system depends on all of the employee's involvement and participation, and that requires leadership for organizational excellence [2]. Different problems and obstacles of introducing and implementing quality management systems will become visible in different countries due to differences in culture; this may affect the implementation processes to be different in different nations and regions. The values of QMS may or may not harmonize with the country's national culture values, thus for each country, some values may be easy to implement, and others may be more complicated [3]. A number of researchers studied the obstacles and barriers of Mostafa Ahmed Shokshok is with the Mechanical Engineering Department, Faculty of Engineering, Al Asmarya Islamic University, Zliten, Libya (Phone: 00218911549582; e-mail: moshokshok@ymail.com). Omran Ali Abu Krais is with the Management Department, Faculty of Economics and Political Sience, Al Asmarya Islamic University, Zliten, Libya. quality management systems in the Arab world nations. Al- Khalifa and Aspinwall [4] concluded that organizations in Qatar are away behind Western countries in quality management systems. Another study, conducted to investigate the current difficulties facing quality management systems in Yemen manufacturing companies, concluded that employees in Yemen's manufacturing companies are unaware of quality management concepts [5]. In general, Total Quality Management is a new management philosophy in the developing countries, and very challenging approach to be harmonised with their traditional management styles and culture [6]. A recent study concerning the investigation of quality management systems current status in the Arabic speaking countries indicates and assures a number of statements regarding quality management in Arabic countries in general as follows [7]: i. Arabic speaking countries are very slow in practicing quality management. ii. Managers do not have enough knowledge about TQM practices. iii. Managers feel that their culture is not suitable for quality management approaches. iv. Lack of knowledge, awareness and understanding of ISO and TQM. v. Lack of quality management literature in Arabic language. vi. Arabic speaking countries are lacking behind in quality management issues. A study on Libyan private and public companies [8] found that there is a lack of research and poor management in Libyan companies, their findings indicate that most of the problems existing within Libyan companies were caused by: i. Lack of sufficient knowledge of quality control methods and techniques. ii. Lack of motivation of employees for good quality work. iii. Poor quality specifications, poor raw materials, poor operating equipment, and many other technical factors that require more investigation, development and studies. In recent studies dealt with Libyan iron and steel company, and with Libyan oil and gas manufacturing companies indicated that TQM implementation level is low. In Libyan cement industry, the level of TQM implementation practices is also found low with a slightly higher level than both in the oil and gas, and in the iron and steel industries [9]. Hokoma et al. [10] mentioned that Libyan industrial companies undergo many difficulties due to administrative and operational problems. These difficulties are causing a strong negative impact on the utilisation level of many organisations, and that most of the Libyan industrial An Investigation of Quality Practices in Libyan Industrial Companies Mostafa A. Shokshok, Omran Ali Abu Krais Q International Science Index International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering Vol:9 No: 8, 2015 2759 International Scholarly and Scientific Research & Innovation 9(8), 2015 scholar.waset.org/1999.10/10002342 International Science Index, Economics and Management Engineering Vol:9, No:8, 2015 iuet.org/publication/10002342