Abstract Over the last decade, numerous studies have reported on the implementation of total quality management (TQM) standards and methods in operations of the organizations around the world. However, there have been only a number of attempts to empirically establish the link between TQM practices and operational performance in many researches, especially in East Africa. The operation performance of TQM of a company is measured by comparing measurably five major performance indicators Customer focus, Employee satisfaction, teamwork, organizational trust, and top management commitment. The objective of this study is to investigate the Effect of total quality management on operational performance. Quantitative method is used. In addition primary data is collected from the OMINCO companies by questionnaires. The study utilizes descriptive research design and explanatory study as for the description of specific factors, and data has been taken from Sample of 200 senior executives, underwriters, officers, and managers within the implementing and TQM practices from OMINCO branches in Somaliland including the head office in Hargeisa. The data is analyzed by using a SPSS . This research was conducted to find the relationship between the variables to prove which variables affect the firms’ operational performance and there are explanations why this happens. Thus, in regression coefficients four of the hypotheses namely Customer focus(0.011), Employee satisfaction(0.025), organizational trust(0.031), and top management commitment (0.016)are accepted by the findings this research because P is less than 0.05, and answered the research objectives. The results indicate that the general dimension of TQM practices endeavored categorized moderate category. As the descriptive finding shows, except for teamwork other four customer focus, employee satisfaction, organizational trust, management commitment are found to be significant in operation performance. Finally, appropriate recommendations have been forwarded for identified gaps such as there should be the interface between operation tasks, strategic plans instruments, and teamwork training must be implementing to decrease identified gaps.