Oboge, Patrick OtienoMuchemi, Ann W.2026-01-212026-01-212025-09Oboge, P. O., & Muchemi, A. W. (2025). Total quality management practices and operational excellence of selected tea companies listed under the Nairobi Stock Exchange, Kenya. The Strategic Journal of Business & Change Management, 12 (4), 74 – 88.http://dx.doi.org/10.61426/sjbcm.v12i4.3388https://ir-library.ku.ac.ke/handle/123456789/32149ArticleKenya’s tea industry, a major contributor to the economy, has in recent years faced challenges of declining profitability, rising operational costs, inefficiencies, and slow productivity growth. These challenges point to gaps in operational excellence, which is vital for sustaining competitiveness in regional and global markets. This study set out to examine the effect of Total Quality Management (TQM) practices on operational excellence among tea companies listed on the Nairobi Securities Exchange (NSE). The research focused on four key TQM dimensions: process approach, customer focus, communication, and integrated systems. The study was anchored on Process Improvement Theory, Theory of System Integration, Customer Focus Theory, and the Balanced Scorecard. Employing a descriptive research design, data was collected from 168 respondents comprising heads of departments and deputies across six NSE-listed tea firms. A census approach was used, with data obtained through structured questionnaires and secondary records from 2019– 2023. Validity and reliability of the instruments were confirmed through expert review and Cronbach’s Alpha (≥0.7). Data was analyzed using descriptive and inferential statistics, including regression analysis. The findings revealed that the process approach significantly and positively influences operational excellence, highlighting the value of lean methodologies and Six Sigma practices. Customer focus was also shown to strongly enhance operational performance, with firms that actively integrate customer feedback and tailor products achieving greater efficiency. Effective communication emerged as another critical driver, ensuring coordination, reducing errors, and enabling timely decision-making. Similarly, integrated systems were found to enhance cross-departmental collaboration, data consistency, and workflow efficiency. The study recommends that tea companies institutionalize process improvement, adopt advanced integrated systems, and strengthen customer-centric strategies. Internal communication mechanisms should also be enhanced to build transparency and responsiveness. Future research could examine the role of digital automation and sustainability in shaping operational excellence beyond the agricultural sector.enArticle