THE BUILDING BLOCKS OF TOTAL QUALITY MANAGEMENT: PROCESSES, PEOPLE, PERFORMANCE MEASUREMENT, AND MANAGEMENT SYSTEMS.
|
|
- Estella Pope
- 7 years ago
- Views:
Transcription
1 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 7 THE BUILDING BLOCKS OF TOTAL QUALITY MANAGEMENT: PROCESSES, PEOPLE, PERFORMANCE MEASUREMENT, AND MANAGEMENT SYSTEMS. Rahim Ajao Ganiyu * (Corresponding author) Department of Business Administration University of Lagos, Nigeria. Ignatius Ikechukwu Uche Department of Business Administration University of Lagos, Nigeria. Adeoti Olusola Elizabeth Department of Business Administration University of Lagos, Nigeria. Abstract During the last two decades, the drive for total quality management (TQM) has been on top of the agenda of many organizations in the private sector and recently in public sector to improve productivity, quality and firm s competitiveness. In order to survive in a modern and competitive environment, organizations in industrial and service sectors need to carefully organize their activities regarding quality management to solve intricate quality problems in products and services. The study reveals that organization s should transform the traditional way of doing business into an organizational approach focusing on continuous improvement through the core building blocks of total quality management (i.e. process, people, performance measurement and management systems) in order to become competitive. Keywords: Product, service, quality, total quality management, process, people, performance measurement and management system. 1.Introduction Everyone has had one form of experiences or the other regarding poor quality of product or service when dealing with business organizations. These experiences might involve loss of a passenger s luggage by an airline, dry cleaner that has left clothes wrinkled or stained, poor course offerings and scheduling in university, a purchased product that is damaged or broken, or a pharmacy store that sells expired drugs etc. The experience of poor quality is exacerbated when employees/management of the company are either not empowered to correct quality inadequacies COPY RIGHT 2012 Institute of Interdisciplinary Business Research 629
2 or do not seem willing to do so. The consequences of such an attitude are loss of customers and opportunities for competitors to take advantage of the market need. Total quality management (TQM) is a management approach that originated in the 1950's and has steadily become more popular since the early 1980's. The use of TQM has become widespread among organizations. The aims of the businesses in pursuing quality goal may differ, but the importance of customers satisfaction, loyalty and retention is a matter of common interest, and the ability of organizations to adapt to dynamic customer requirements is of vital importance for firm long-term success. The development of systems and approaches for managing and controlling quality has also evolved rapidly. One of such is the growing interest in the use of international standard certification (ISO) for quality systems which has increased the number of certificates awarded in both developed and developing countries. Since the economic decline of the 1970s, simple inspection task or activities have been replaced or supplemented by quality control, quality assurance, and now total quality management (Dale, 1994). To successfully implement TQM, an organization must concentrate on eight key elements: Trust Ethics Training Integrity Teamwork Leadership Recognition Communication Total quality management (TQM) is a journey that has a beginning and it never ends. The word total implies that all members of the organization make consistent efforts to achieve the objective for a customer through systematic efforts for the improvements. Such participation will require specific efforts towards the acquisition of knowledge and skills facing day to day problems and making fast but low-risk strategic decisions (Thamizhmanil and Hassan, 2010). During the late 1990s, increasing globalization and market competition had made it necessary for every proactive business organization to strive for quality improvement. This new and challenging environment has COPY RIGHT 2012 Institute of Interdisciplinary Business Research 630
3 motivated management of many business organizations to assess and re-evaluate their competitive strategies and management practices with the aim of improving organizational performance in the area of quality. TQM is a management philosophy that integrates strategy, management practices and organizational outcomes to create a quality organization that continuously improves and sustain performance (Deros, 2004). Today s customers demand and expect high quality and companies that do not make quality a priority risk long-run survival. World-class organizations such as General Electric and Motorola attribute their success to having one of the best quality management programs in the world. These companies were some of the first to implement a quality program called, Six- Sigma, where the level of defects is reduced to approximately 3.4 parts per million. Review of literature revealed that there is no universally agreed definitions of TQM, however, as observed by Mann and Kehoe (1994) basically the variety of TQM definitions can be classified into two types, namely: definitions which describe TQM in terms of its ultimate goal; and definitions that describe TQM in terms of activities or functions that need to be addressed to achieve its objectives. Kanji and Baker (1990) defines TQM as a way of life and process an organization committed to customer satisfaction through continuous improvement. This way of life varies from organization to organization and from one country to another but has certain principles, which can be implemented to secure market share, increase profits and reduce costs. Dale (1994) defines TQM as the mutual cooperation and commitment of everyone in an organization and associated business process to produce products and services, which meet the needs and expectations of the customers. Meanwhile, Juran and Gryna (1993) defines TQM as a strategic philosophy aimed at achieving business excellence through the use and application of processes, and tools/techniques, as well as management of soft aspects, such as human motivation at work. An effort for quality product and service has been one of the private sector's main desire and preoccupations for a long time. It remains so today. In the early years of the quality trend, the focus on quality was structured around quality circles (Barra, 1988), quality control and quality assurance (Ishikawa, 1991). In the late 1980 s and early 1990 s, the definition of quality shifted its emphasis to a broader perspective; quality is now defined and driven by customer demand and satisfaction (Deming, 1986). Since the 2000 s, quality has often been referred to as the Lean Six Sigma process improvement management (Thomsett, 2005). Recently, the concept is synonymous with New Gold Standard which has been mostly used and applicable in the service and hospitality industry (Michelli, 2008). Since the 1990 s, TQM has begun to spread far beyond the private sector into the public sector as well (Carr and Littman, 1993). Academic research focusing on public productivity has also grown significantly during this period and assumes that TQM practices are indeed applicable to government services (Milakovich, 1990). COPY RIGHT 2012 Institute of Interdisciplinary Business Research 631
4 One issue that is still controversial from the literature on TQM is the definition of quality. To date, there is no consensus on this definition (Wicks, 2009). Quality has different meanings to different people in different institutions, public or private, depending on their specific perspective. By whatever definition, different approaches to quality have been applied by different organizations. Also in practice, many organizations recognize that TQM is a philosophy to improve quality performance. A review of the current literature on TQM practices indicated that much have been written about TQM implementation in large manufacturing companies in Europe, USA and the Far East (Rahman, 2001; Petroni, 2002; Sila, 2007). However, recent literature indicates that over time as TQM has entered its maturity, it also has become more controversial. Some scholars ask whether there is such a thing as TQM (Hackman and Wageman, 1995). This line of enquiry provides a basis for further study of TQM in theory and in practice (Lederer and Udey, 1997; Westphal, et al., 1997; Swift, et al., 1998; Zink, 2009; Dale, 1994; Gummer, 2000; Brown, 2006; Gregory et al., 2009 to mention a few). Yet it is still an empirical question whether or not TQM philosophy can be applied smoothly and successfully to any process, corporate environment or government agency (Aguayo, 1991). A growing body of literature deals on total quality management and it relevance for company survival and competitive advantage. Very few of these studies attempt to address the issue of the importance of the building blocks of total quality management i.e. process, people, performance measurement and management systems and how they can be successfully harness to achieve sustainable competitive advantage. The objective of this paper are three fold: (1) to fill some of the identified gap in the literature, (2) to contribute to the growing body of literature on quality management (3) to describe and evaluate TQM building blocks elements and how they can be properly utilized to achieve quality performance improvement. 2.0 Literature Review 2.1 Historical Evolution of TQM Literature In the early 1900 s, Frederick Taylor, founder of the Scientific Management movement, promoted his "one best way" principle as a set of scientific approaches and principles to measure the efficiency and productivity of any given task (Fredericks, 1903, 1911, 1947). Taylor s basic principles require four tasks that can be described as follows: (1) The development of performance standards; (2) The fitting of a worker to a specific task; (3) The provision of means to encourage best utilization of worker ability and (4) The organization control systems (Kanigel, 2005). COPY RIGHT 2012 Institute of Interdisciplinary Business Research 632
5 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 7 In the late 1980 s, the quality improvement movement and its potential impact on organizational theory and practice, often under the banner of TQM, appear to have several parallels with Taylor s principles (Kronenberg and Renee, 2005). In this context, TQM is more than just a slogan or a program; it is a paradigm shift that professes a fundamental change in values, theory, and practice of modern organizations. Virtually everything that has been written about TOM explicitly draws on the works of W. Edwards Deming, Joseph Juran, and Kaoru Ishikawa, (for a review, see Crosby, 1989). Creech (1994) praises Deming for what he contributed to the quality movement, but also places his contributions in the needed perspective of those companies striving for competitiveness. For that reason, the author offers a practical approach to structure and management of organizations for competitiveness. His management philosophy is summarized as empowerment with accountability and is based on the believe and realization that loyalty is a two-way thing and that an organization can only be as successful as those at the bottom are willing to make it. His emphasis is on the need to attend to all five pillars of TQM: (1) Product; (2) Process; (3) Organization; (4) Leadership; and (5) Commitment. The historical origin and development of TQM has been clearly established through the quality movement for most of the twentieth century. Garvin (1988) classified the historical evolution of TQM into four distinct stages: Quality inspection (1910s); Quality control (1924s); Quality assurance (1950s) and Total quality management (1980s). In recent years, TOM has become something of a social movement. It has spread from its industrial origins to health care organizations, service organizations, public bureaucracies, nonprofit organizations, and educational institutions. It has become increasingly prominent in the popular press, in the portfolios trainings and consultancy firms, and more recently creating wave in the scholarly literature. Some writers have asserted that TOM provides a historically unique approach to improving organizational effectiveness, one that has a solid conceptual background and at the same time offers a strategy for improving performance that takes account of how people and organizations actually operate (Wruck and Jensen, 1994). A more skeptical view is that TOM is but one in a long line of programs-in the tradition of task groups, job enrichment, and management by objectives. 2.2 What is Quality The concept of quality has existed for many years, though it s meaning has changed and evolved over time. In the early twentieth century, quality management implies inspecting products to ensure that they met specifications. In the 1940s, and during World War II, quality became more statistical in nature. Statistical sampling techniques were used to evaluate quality, and quality control charts were used to monitor the production process. In the 1960s, with the help of so-called quality gurus, the concept took on a broader meaning. Quality began to be viewed and perceived as something that encompassed the entire organization, not only the production process. Since all functions were responsible for product quality and all shared the costs of poor quality, quality was seen as a concept that affected the entire organization. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 633
6 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 7 The meaning of quality for businesses changed dramatically in the late 1970s. Before then quality was still viewed as something that needed to be inspected and corrected. Today, successful companies understand that quality provides a competitive advantage. They put the customer first and define quality as meeting or exceeding customer expectations. Since the 1970s, competition based on quality has grown in importance and has generated tremendous interest, concern, enthusiasm, and controversy over its meaning. The term used for today s new concept of quality is total quality management (TQM). TQM is an integrated organizational effort designed to improve quality at every level of the organization which span from top to bottom and across all functions, all people, all departments and all activities must strive for improvement. However, defining quality is not as easy as it may seem, because different people have different ideas of what constitutes high quality. Today, there is no single universal definition of quality. Some people view quality as performance to standards. Others view it as meeting the customer s needs, conformance to specifications fitness for use, value for price paid or satisfying the customer. A frequently used definition of quality is Delighting the customer by fully meeting their needs and expectations. These may include performance, appearance, availability, delivery, reliability, maintainability, cost effectiveness and price. It is, therefore, imperative that the organization knows what customers needs and expectations are. In addition, having identified them, the organization must understand them, and measure its own ability to achieve them. 2.3 The building blocks of TQM: Processes, People, Performance Measurement and Management Systems. An organization's primary purpose is to stay in business, so that it can promote the stability of the community, generate products and services that are useful to customers, and provide a mechanism for the satisfaction and growth of organization members (Juran, 1969; Ishikawa, 1985 and Deming, 2000). The focus is on the preservation and enhancement of the growth, stability and competitiveness of the organization, but there are also explicitly stated values about the organization's context (the community and customers) and about the well-being of individual organization members: The total quality management (TOM) strategy for achieving its normative goals and outcomes is rooted in four interlocked assumptions-about quality, people, organizations, and the role of senior management. The major task of every organization involve a process, which is the transformation of a set of inputs, which can include action, materials, methods and operations, into the desired outputs, which satisfy the customers needs and expectations. In each area or function within an organization there will be many processes taking place, and each can be analyzed by an examination of the inputs and outputs to determine the action require or necessary to improve COPY RIGHT 2012 Institute of Interdisciplinary Business Research 634
7 quality. In every organization there are some very large processes, called key or core business processes. These must be carried out well if an organization is to achieve its mission and objectives. The only point at which true responsibility for performance and quality can lie is with the employees who actually do the job or carry out the process. An efficient and effective way to tackle process or quality improvement start with employees across all functions and is enhance through teamwork. However, people will not engage in improvement activities without commitment, recognition and reward from the management. In TQM, the role of employees is very different from what it was in the traditional settings or systems. Workers are empowered to make decisions relative to quality in the production process. They are considered a key element of the effort to achieve high quality. Their inputs and contributions are highly valued, and their suggestions are implemented. In order to perform this function, employees are given continual and extensive training in quality measurement tools and techniques. The Total Quality Management Process provides the basis for analyzing customer requirements, defining the processes that contribute to the achievement of a product or service that is acceptable to the customer, and the provisions for keeping these processes in control. Quality management system will help an organization not only to achieve the objectives set out in its marketing plan, but also, to sustain and build upon them. It is imperative that the leaders take responsibility for the adoption and documentation of an appropriate management system in their organization if they are serious and truly committed to the quality journey. Once the strategic direction and focus for the organization s quality journey has been set and established, it needs performance measures to monitor and control the journey. This should be establish at all levels in the organization, cascaded down and effectively undertaken as a team activities. Finally, attention and effort should be directed to sustain and enhance the level of performance consider satisfactory for the company s profitability and competitiveness. 3. Research Methodology and Methods 3.1 Descriptive/Explanatory Research Method This study being descriptive and explanatory relied on secondary data to describe and clarify the inter-connection between the building blocks of total quality management (TQM). This approach saves time that would otherwise be spent collecting data and, particularly in the case of qualitative study, provides larger and high quality data base that would be unfeasible for any individual researcher to collect on their own. Therefore, it is always wise to begin any research activity with a review of the secondary data in view of its attendant benefits (Novak, 1996). COPY RIGHT 2012 Institute of Interdisciplinary Business Research 635
8 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS 4. Discussion and conclusions VOL 4, NO 7 Several names have been applied to TQM since the first days of the quality movement: Just-In-Time (JIT) and Total Quality Control (TQC) in the 1980 s, Total Quality Management (TQM) in the 1990 s, and then the Lean Six Sigma since the 2000 s. However, by whatever names it is called, these names all refer to quality and continuous improvement process in organizations with a focus on the customer. In other words, TQM has not gone away; it has just been renamed over time and it is still very much one of the approaches that have been successfully used in solving intricate problems in products and services. Total quality management (TQM) is a structured approach for meeting and exceeding customer needs and expectations by creating organization-wide participation in the planning and implementation of breakthrough and continuous improvement processes. It integrates with the business and strategic planning of the organization and can positively influence customer satisfaction and market share growth. It is also a system of management and a way of working, not a program that an organization simply sets in motion and then walks away from. It is a discrete form of organizational management approach that encompasses all levels of the organization in a focused and continuous effort design to provide products and services that satisfy customer demands. TQM is also unique because it is a system that is applicable across a wide variety of business sectors and functions. Successful companies understand the powerful impact customer-defined quality can have on business performance and growth. For this reason many competitive firms continually increase their quality standards. The bottom line is that quality has become an important business phenomenon. Crosby (1984) posits that quality may be free, but it is not a gift. However, it not given, because the cost of quality is the expense or price paid for doing things wrong. Therefore, the concept of quality should be clearly defined and understood from ontological, epistemological and practical perspectives. Only then can the quest for quality be justified. According to Creech (1994) organizations need to get a clear picture of what constitutes quality in their products and services; organize the work processes with small teams; provide appropriate training to everyone, from top leaders to employees; and provide clear feedback on how well the organization s is doing. TQM as a business philosophy requires that organizations maintain quality standards in all aspects of its activities. As such, the concept of TQM involves the integration of all functions and processes in an organization to ensure that it achieves continuous improvement of its products and services to meet customer needs. TQM as a concept starts with understanding customer needs and ends when those needs are satisfied. This approach ensures that things are done right the first time and that defects and waste are eliminated from operations. Specifically, from a business aspect, marketing processes should establish the true requirements for products or services; and these must be communicated properly throughout the organization in the form of specifications. Summers (2009) provides useful insights into a real organizations pursuit of excellence by exploring how quality management has progressed from an emphasis on the management of quality to a focus on the quality of managing, operating, and integrating all aspects of the organization encompassing customer service, marketing, production, information technology, and COPY RIGHT 2012 Institute of Interdisciplinary Business Research 636
9 finance. In an ever-changing world, the author concludes that the philosophies, tools, and techniques of quality management helps organizations manage their business effectively. TQM is the way of managing for the future, and is far wider in application than just ensuring product or service quality it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally. TQM, combined with effective leadership, results in an organization doing the right things right, from the first time. The core of TQM is the customer-supplier interface, both external and internal, and at each interface lie a number of processes. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organization to create total quality. These are the foundations of TQM, and they are influence by the core element of TQM (i.e. process, people, performance measurement and management systems in the organization). TQM authorities specify four principles that should guide any organizational interventions intended to improve quality. The first is to focus on work processes. The quality of products and services depends most of all on the processes by which they are designed and produced. It is not sufficient to provide clear direction and hope for outcomes; in addition, management must train and coach employees to understand, analyze, and improve work processes (Juran, 1993; Ishikawa, 1985; Deming, 2000). The third principle according to these authors is management by fact. TOM calls for the use of systematically collected data at every point in a problem-solving cycle-from determining high-priority problems, through analyzing their causes, to selecting and proffering solutions. The fourth principle according to them is learning and continuous improvement. The long-term survival of an enterprise depends on treating quality improvement as a never-ending quest. Opportunities to develop better methods for carrying out work always exist, and a commitment to continuous improvement ensures that people will never stop learning about the work they do. COPY RIGHT 2012 Institute of Interdisciplinary Business Research 637
10 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS References VOL 4, NO 7 Aguayo, R. (1991). Dr. Deming: The American Who Taught the Japanese About Quality. (1st ed.). New York: Fireside. Barra, R. (1988). Mobilizing for Quality, The Journal for Quality and Participation (11), pp Brown, M.G.(2006). Baldrige Award Winning Quality: How to Interpret the Baldrige Criteria for Performance Excellence, 15th edition. New York, NY: Productivity Press. Crosby, P.B. (1984). Quality Without Tears: The Art of Hassle-Free Management. New York: McGraw-Hill. Crosby, P.B. (1989). Let's Talk Quality. New York: McGraw-HilI. Creech, B. (1994): The Five Pillars of TQM - How to Make Total Quality Management Work for You, New York: Truman Talley/Dutton. Carr, D. K., and Littman, I. D. (1993). Excellence in Government: Total Quality Management in the 1990s. (2nd Eds.). Arlington, VA: Coopers and Lybrand. Deming, W. E. (1982). Quality, Productivity, and Competitive Position. Cambridge, MA: MIT Advanced Engineering Study. Center for Deming, W. E. (1986). Out of the Crisis. Cambridge, MA: MIT Center for Advanced Engineering Studies. Deming, W. E. (2000) The New Economics for Industry, Government, Education, (2nd edition). Cambridge, MA: The MIT Press. Deros, B.M. (2004). Development of a Benchmarking Implementation Framework for Small and Medium Sized Enterprises, Ph.D Thesis, Faculty of Mechanical Engineering, University Teknologi Malaysia. Dale, B.G. (1994). Managing Quality, London: Prentice Hall. Frederick, W T. (1947) Scientific Management, New York: Haper Frederick, W T. (1911). The Principle of Scientific Management, New York: Haper. Frederick, W.T, (1903). Shop Management, Transactions of the American Society of Mechanical Engineers 24, pp Gummer, B. (2000). Total Quality Management: An Update. Administration in Social Work, Vol. 24, Issue 2, 2000, pp COPY RIGHT 2012 Institute of Interdisciplinary Business Research 638
11 Gregory, D., Giampaolo, N., Cecilia S., Arianna S., Rosalba R., Eva, P., Giulia Z., and Piergiorgio, G. (2009). Knowledge, Pre-active and Faith on Total Quality Management Principles among Workers in the Health Care System: Evidence from an Italian Investigation. Journal of Evaluation in Clinical Practice, Vol. 15, Issue 1, pp Garvin, D. A. (1988). Managing Quality: The Strategic and Competitive Edge, New York: The Free Press. Hackman, J. and Wageman, R. (1995), Total Quality Management: empirical, conceptual and practical issues, Administrative Science Quarterly, Vol. 40, pp Ishikawa, K. (1991). What is Total Quality Control? The Japanese Way, translated by David J. Lu. Englewood Cliffs, NJ: Prentice-Hall. Ishikawa, K. (1985). What IS Total Quality Control? The Japanese Way. Englewood Cliffs. NJ: Prentice-Hall. Juran, J.M. (1969). Managerial Breakthrough: A New Concept of the Manager's Job. New York: McGraw-HilI. Juran, J.M. and Grayna, F. M. (1993). Quality Planning and Analysis, (3rd Editio, McGraw Hill International Editions. Kanigel, R. (2005).. The One Best Way: Frederick Winslow Taylor and the Enigma of Efficiency. Cambridge, MA: The MIT Press. Kanji, G.K. and Baker, R.L. (1990). Implementation of Total Quality Management, Total Quality Management, Vol. 1 No.3, pp Kronenberg, P.S. and Renee G. L.(2005). Quality Management Theory: Historical Context and Future Prospects." Journal of Management and Policy Analysis, Vol. 8, No. 3 & 4, 1991, pp Lederer, P. J. and Uday S. K. (1997). The Practice of Quality Management. Boston, MA: Kluwer Academic Publishers. Milakovich, M.E. (1990). Total Quality Management for Public Sector Productivity Improvement. Productivity and Management Review, Vol. XIV, No. 1, Fall 1990, pp Michelli, J. (2008). The New Gold Standard: 5 Leadership Principles for Creating a Legendary Customer Experience Courtesy at the Ritz Carlton Hotel Company. New York: McGraw-Hill. Public Mann, R. and Kehoe, D. (1994). An Evaluation of the Effects of Quality Improvement Activities on Business Performance, International Journal of Quality and Reliability Management, Vol. 11, No.4, pp COPY RIGHT 2012 Institute of Interdisciplinary Business Research 639
12 Novak, T.P. (1996). Secondary Data Analysis Lecture Notes on marketing Research, Vanderbilt University, Available online(telnet): assessed on 19th October, Petroni, A. (2002). Critical factors of MRP implementation in small and medium-sized firms, International Journal of Operations and Production Management, Vol. 22 No. 3, pp Rahman, S. (2001). A comparative study of TQM practice and organizational performance of SMEs with and without ISO 9000 certification, International Journal of Quality and Reliability Journal, Vol. 18 No. 1, pp Swift, J.A., Joel E. R and Vincent K. O. (1998). Principles of Total Quality. (2nd ed.), Boca Raton, FL: St Lucie Press. Summers, D. C.S. (2009). Quality. (5th edition). Englewood Cliffs, NJ: Prentice Hall Schwartz. Robert, and John, M. (2009). Quality Matters. New Brunswick NJ: Transactions Publishers. Sila, I. (2007). Examining the effects of contextual factors on TQM and performance through the lens of organizational theory: an empirical study, Journal of Operations Management, Vol. 25 No. 1, pp Thamizhmanil, S., and Hassan, S. (2010). A Review on Employee Empowerment in TQM Practice. Journal of Achievements, Materials and Manufacturing Engineering, Vol. 39, Issue, 2. Thomsett, M.C (2005). Getting Started in Six Sigma Comprehensive Coverage. Hoboken NJ: John Wiley & Sons Inc. Wicks, A.M. (2009). A Satisfaction-Based Definition of Quality. Journal of Business and Economic Studies, Vol. 15, No. 1, 2009, pp Westphal, J. D., Ranjay, G., and Stephen M. S. (1997). Customization or Conformity: An Institutional and Network Perspective on the Content and Consequences of TQM Adoption. Administrative Science Quarterly, Vol. 42, No. 2, 1997, pp Wruck, Karen H., and Jensen, M.C. (1994). Science, specific knowledge, and Total Quality Management. Journal of Accounting and Economics, 18: Zink, K.J. (2009). Total Quality Management as a Holistic Management Concept: The European Model for Business Excellence. Berlin, Germany and New York, NY: Springer, COPY RIGHT 2012 Institute of Interdisciplinary Business Research 640
MANAGING CHANGES FOR IMPLEMENTING TQM IN INNOVATION PROCESS
MANAGING CHANGES FOR IMPLEMENTING TQM IN INNOVATION PROCESS Cosmin DOBRIN The Bucharest Academy of Economic Studies, Bucharest, Romania cosmin.dobrin@man.ase.ro Ana-Maria STĂNCIUC The Bucharest Academy
More informationREVIEW OF TOTAL QUALITY MANAGEMENT CONCEPT
JURNAL TEKNIK INDUSTRI VOL. 1, NO. 1, DESEMBER 1999: 12-17 REVIEW OF TOTAL QUALITY MANAGEMENT CONCEPT Daniel Indarto Prajogo Lecturer of Industrial Engineering Department Petra Christian University ABSTRACT
More informationIMPACT OF TQM IMPLEMENTATION ON PRODUCTIVITY AND QUALITY - A STUDY AT GENARAL MOTORS
IMPACT OF TQM IMPLEMENTATION ON PRODUCTIVITY AND QUALITY - A STUDY AT GENARAL MOTORS Dr. S.J.MANJUNATH*; G. ARUN KUMAR** *ASSOCIATE PROFESSOR, MBA DEPARTMENT, B.N.BAHADUR INSTITUTE OF MANAGEMENT SCIENCES,
More informationTOPIC 8 QUALITY OBJECTIVE. Quality
TOPIC 8 QUALITY Q Copyright Houghton Mifflin Company. All rights reserved. 8-1 OBJECTIVE What is Quality & Its Importance Total Quality Management (TQM) Dimensions of Quality Element of TQM TQM vs. Traditional
More informationImplementation of TQM in Manufacturing Industries in the Kingdom of Saudi Arabia
Implementation of TQM in Manufacturing Industries in the Kingdom of Saudi Arabia Anisur Rahman 1 and Muhammad T. Attar 2 1,2 Griffith School of Engineering, Griffith University, Gold Coast Campus, QLD
More informationCenter for Effective Organizations
Center for Effective Organizations TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT: SIMILARITIES, DIFFERENCES, AND FUTURE DIRECTIONS CEO PUBLICATION G 92-16 (219) EDWARD E. LAWLER III University of Southern
More informationConceptualizing Total Quality Management (TQM) for Improving Housing Areas for the Urban Poor
Conceptualizing Total Quality Management (TQM) for Improving Housing Areas for the Urban Poor Abstract This paper examines the concept of TQM and investigates and identifies factors in all three phases
More informationProject Quality Management. Project Management for IT
Project Quality Management 1 Learning Objectives Understand the importance of project quality management for information technology products and services Define project quality management and understand
More informationThe Philosophy of TQM An Overview
The Philosophy of TQM An Overview TQM = Customer-Driven Quality Management References for Lecture: Background Reference Material on Web: The Philosophy of TQM by Pat Customer Quality Measures Customers
More informationOPERATIONAL EXCELLENCE A KEY TO WORLD- CLASS BUSINESS PERFORMANCE
OPERATIONAL EXCELLENCE A KEY TO WORLD- CLASS BUSINESS PERFORMANCE NĂFTĂNĂILĂ Ion Academy of Economic Studies, Bucharest, Romania RADU Cătălina Academy of Economic Studies, Bucharest, Romania CIOANĂ Georgiana
More informationPeople. Customer Supplier. Commitment
Total Management (TQM) Introduction TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality it is a way of managing people and business
More informationHow To Improve Quality Of A Business
ROLE OF SENIOR MANAGEMENT IN TQM IMPLEMENTATION IN MALAYSIAN SMALL AND MEDIUM ENTERPRISES (Date received: 12.3.2008) Baba Md. Deros 1, Mohd Nizam Ab. Rahman 2, Jaharah A. Ghani 3, Dzuraidah Abd. Wahab
More informationThe Investigation On Sustainability Of Total Quality Management In Higher Education Through Deming s Pdca Cycle
The Investigation On Sustainability Of Total Quality Management In Higher Education Through Deming s Pdca Cycle Göktaş Pinar, Çetinceli Esra Süleyman Demirel Üniversitesi Isparta Meslek Yüksekokulu,Isparta
More informationClass Objectives. Total Quality Management. TQM Definitions. TQM Definitions. TQM Definitions. TQM Definitions. Basic concepts on TQM
Class Objectives Total Quality Management FScN 4131 Food Quality Basic concepts on TQM Compare TQM philosophies Describe the TQM process Total: Everyone should be involved Quality: customers should be
More informationINTERNATIONAL JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING. Quality Gurus: Philosophy and Teachings
ISSN (ONLINE): 2321-3051 INTERNATIONAL JOURNAL OF RESEARCH IN AERONAUTICAL AND MECHANICAL ENGINEERING Abstract Quality Gurus: Philosophy and Teachings Mr.Rajan.M.Aole 1, Prof. Vinod S. Gorantiwar 2 Rajiv
More informationChapter 8: Project Quality Management
CIS 486 Managing Information Systems Projects Fall 2003 (Chapter 8), PhD jwoo5@calstatela.edu California State University, LA Computer and Information System Department Chapter 8: Project Quality Management
More informationQuality Perspective: Managing Software Development Projects
Economy Informatics, vol. 11, no. 1/2011 99 Quality Perspective: Managing Software Development Projects Felician ALECU Academy of Economic Studies, Bucharest, Romania alecu@ase.ro In order to better achieve
More informationQuality Management of Software and Systems: Continuous Improvement Approaches
Quality Management of Software and Systems: Continuous Improvement Approaches Contents Quality Improvement Paradigm (QIP) Experience Factory (EF) Goal Question Metric (GQM) GQM + Strategies TQM Definition
More informationImpact of TQM Implementation on Employers Satisfaction
International Journal of Engineering and Management Research, Vol.-3, Issue-1, February 2013 ISSN No.: 2250-0758 Pages: 13-22 www.ijemr.net Impact of TQM Implementation on Employers Satisfaction 1 Dr S.J.Manjunath
More informationIntroduction to Statistical Quality Control, 5 th edition. Douglas C. Montgomery Arizona State University
Introduction to Statistical Quality Control, 5 th edition Douglas C. Montgomery Arizona State University 3 Learning Objectives 4 1-1 Definitions and Meaning of Quality 1-1.1 The Eight Dimensions of Quality
More informationQuality A Cornerstone for Success By: Cheryl Keck President and COO Datrose, Rochester NY
Quality A Cornerstone for Success By: Cheryl Keck President and COO Datrose, Rochester NY Success for outsourcing providers depends on winning and keeping customers. The end goal is to not only meet but
More informationSeven Steps To Measure Supplier Performance
SUPPLY CHAIN MANAGEMENT Seven Steps To Measure Supplier Performance by Sherry Gordon Every organization knows it should be assessing supplier performance. Most are deploying some sort of supplier performance
More informationThe Original Quality Gurus
The Original Gurus What is a quality guru? A guru, by definition, is a good person, a wise person and a teacher. A quality guru should be all of these, plus have a concept and approach quality within business
More informationDeveloping and Implementing a Balanced Scorecard: A Practical Approach
RL Consulting Developing and Implementing a Balanced Scorecard: A Practical Approach White Paper Prepared by: Rick Leopoldi March 31, 2004 Copyright 2004. All rights reserved. Duplication of this document
More informationPERCEPTIONS OF THE CONCEPT OF INTERNAL MARKETING- A PILOT STUDY
PERCEPTIONS OF THE CONCEPT OF INTERNAL MARKETING- A PILOT STUDY ABSTRACT This study focuses on the perceptions of Internal Marketing in the higher education sector of Australian Capital Territory and Regional
More informationTHE IMPACT OF TOTAL QUALITY MANAGEMENT COMPONENTS ON SMALL AND MEDIUM ENTERPRISES FINANCIAL PERFORMANCE IN JORDAN
THE IMPACT OF TOTAL QUALITY MANAGEMENT COMPONENTS ON SMALL AND MEDIUM ENTERPRISES FINANCIAL PERFORMANCE IN JORDAN Dr. Yaser Mansour Almansour, Al Balqa Applied University, Amman Jordan. ABSTRACT Total
More informationEvolution of the PDSA Cycle By Ron Moen and Cliff Norman, API
Evolution of the PDSA Cycle By Ron Moen and Cliff Norman, API 1939... The Wizard of OZ and Gone with the Wind were all the rage at the movie theaters. In September of that year, Germany invaded Poland
More informationTotal Quality Management in the Malaysian Automobile Industry
Total Quality Management in the Malaysian Automobile Industry Ismah Osman Faculty of Business Management, Universiti Teknologi MARA 40450, Shah Alam, Selangor, Malaysia Tel: 60-3-554-4446 E-mail: ismah817@salam.uitm.edu.my
More informationApplications of Total Quality Management in Indian Airline Industry
Applications of Total Quality Management in Indian Airline Industry Charu Gupta 1, Dr. R. M. Belokar 2 1 Pec University, Department of Production Engineering, Sector-12, Chandigarh 160012, India 2 Pec
More informationContinuous Improvement From Incremental Changes to Monumental Leaps
Continuous Improvement From Incremental Changes to Monumental Leaps L Y N N M C K E E P r e s e n t a t i o n a t t h e C a l g a r y S o f t w a r e Q u a l i t y D i s c u s s i o n G r o u p S e p t
More informationWARSAW SCHOOL OF ECONOMICS
WARSAW SCHOOL OF ECONOMICS mgr Ewelina Florczak The summary of doctoral dissertation THE TITLE SOCIAL ENTERPRISE IN LOCAL ENVIRONMENT 1 Rationale topic A social enterprise as a business entity is subject
More informationIT BALANCED SCORECARD AS A SIGNIFICANT COMPONENT OF COMPETITIVE AND MODERN COMPANY
IT BALANCED SCORECARD AS A SIGNIFICANT COMPONENT OF COMPETITIVE AND MODERN COMPANY Joanna Swierk Maria Curie Skłodowska University, Poland joanna.swierk@umcs.lublin.pl Magdalena Mulawa Maria Curie Skłodowska
More information1 Variation control in the context of software engineering involves controlling variation in the
1 Variation control in the context of software engineering involves controlling variation in the A) process applied B) resources expended C) product quality attributes D) all of the above 2 There is no
More informationHansani Chathurika Dassanayake a a University of Peradeniya, Sri Lanka. hansanidassanayake@gmail.com. Abstract
Reshaping Management and Economic Thinking through Integrating Eco-Friendly and Ethical Practices Proceedings of the 3 rd International Conference on Management and Economics 26-27 February 2014 Faculty
More informationChoosing Which Process Improvement Methodology to Implement
Choosing Which Process Improvement Methodology to Implement Mark Gershon Temple University A variety of methodologies are available for process improvement. These include Six Sigma, Lean Management, Lean
More informationSix Sigma, ISO 9001 and Baldrige
Six Sigma, ISO 9001 and Baldrige Many organizations ask How Do these programs, processes and standards support each other? These initiatives are not mutually exclusive, in fact, understanding and applying
More informationThe Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel
The Big Idea The Leadership Pipeline Ram Charan, Stephen Drotter, and James Noel There is a growing need to develop leaders within many corporations. The demand for leaders greatly outpaces the supply.
More informationQuality Management in Purchasing
Saimaa University of Applied Sciences Faculty of Business Administration, Lappeenranta Degree Programme in International Business Olga Anisimova Quality Management in Purchasing Thesis 2014 Abstract Olga
More informationChapter 2 Concept of Total Quality Management 4
Chapter 2 Concept of Total Quality Management 4 2.1 Introduction This chapter focuses on the identification of the concept of TQM on the basis of the literature review. Section 2.2 presents the concept
More information1 Introduction to ISO 9001:2000
Introduction to ISO 9001:2000 CHAPTER 1 1 Introduction to ISO 9001:2000 By the end of this chapter you should be able to: Describe the origins of quality management systems. Describe the potential benefits
More informationTOTAL QUALITY MANAGEMENT
VALLIAMAMI ENGINEERING COLLEGE DEPARTMENT OF MANAGEMENT STUDIES BA7104 TOTAL QUALITY MANAGEMENT UNIT I PART-A 1. Define Total Quality Management. Define manufacturing based view of quality. 2. What are
More informationUnit 6: INTRODUCTION TO QUALITY ASSURANCE and TOTAL QUALITY MANAGEMENT (key-words: pre-fabrication, site assembly, integrated systems)
1 Unit 6: INTRODUCTION TO QUALITY ASSURANCE and TOTAL QUALITY MANAGEMENT (key-words: pre-fabrication, site assembly, integrated systems) INTRODUCTION TO QUALITY ASSURANCE and TOTAL QUALITY MANAGEMENT QUALITY
More informationTotal Quality Management in Engineering Education
Total Quality Management in Engineering Education EFTHIMIA STAIOU Department of Business Administration University of Macedonia Egnatia 156, P.O. Box 1591, 54006 Thessaloniki GREECE Abstract: - Higher
More informationISSN: 2319-5967 ISO 9001:2008 Certified International Journal of Engineering Science and Innovative Technology (IJESIT) Volume 2, Issue 3, May 2013
A Study on Implementation of Total Quality Management in Businesses Patange Vidyut Chandra Assistant Professor, Department of Mechanical Engineering,Sreenidhi Institute of Science and Technology,Ghatkesar,Hyderabad
More informationThe Influence of Soft and Hard TQM Factors on Knowledge Management: Perspective from Malaysia
2011 International Conference on Management and Service Science IPEDR vol.8 (2011) (2011) IACSIT Press, Singapore The Influence of Soft and Hard TQM Factors on Knowledge Management: Perspective from Malaysia
More informationThe Management System Track
The Management System Track 1. What Is It? 2. How Does It Relate to Certification Bodies? 3. How to Implement It? 1 Presenters Paul Grace, MS, CAE Executive Director, NBCOT Dale Cyr, MBA, CAE Executive
More informationIntroduction to Project Management
Introduction to Project Management Quality Management Quality Management Learning Objectives Develop a quality management plan. Perform quality assurance. Apply quality tools. 2 What is Quality? Institute
More informationData Quality Governance: Proactive Data Quality Management Starting at Source
Data Quality Governance: Proactive Data Quality Management Starting at Source By Paul Woodlock, Clavis Technologies About the Author: Paul Woodlock is a business process and management expert with nearly
More informationI. INTRODUCTION A. There are two aspects to an effective operating system: 1. Design 2. Control.
Operations Control Chapter 8 CHAPTER OUTLINE I. INTRODUCTION A. There are two aspects to an effective operating system: 1. Design 2. Control. B. Effective operations control is attained by applying the
More informationRelationship model and supporting activities of JIT, TQM and TPM
Songklanakarin J. Sci. Technol. 33 (1), 101-106, Jan. - Feb. 2011 http://www.sjst.psu.ac.th Original Article Relationship model and supporting activities of JIT, TQM and TPM Jirarat Teeravaraprug*, Ketlada
More informationLean Six Sigma Training The DMAIC Story. Unit 6: Glossary Page 6-1
Unit 6: Glossary Page 6-1 Glossary of Terms Unit 6: Glossary Page 6-2 Action Plan A technique that documents everything that must be done to ensure effective implementation of a countermeasure or improvement
More informationInternational Management Journals
International Management Journals www.managementjournals.com International Journal of Applied Strategic Management Volume 2 Issue 2 Special Edition Driving Strategy with Quality: A Useful Insight Strategic
More informationThe Need for Lean Training
The Need for Lean Training Jim Keyes University of Wisconsin Stout The recent economic downturn and the sustaining of lower economic conditions into the near future have caused manufacturers to reevaluate
More informationOrganizational Behavior Terminology and Concepts. By 1September 04
Organizational Behavior Terminology and Concepts By 1September 04 2004 Organizational Behavior Terminology and Concepts PAGE: 1 Outline: A) Introduction: The history of performance appraisal is rather
More informationTotal Quality Management TQM Dr.-Ing. George Power. The Evolution of Quality Management
Total Management TQM Dr.-Ing. George Power The Evolution of Management The Evolution of Management Assurance Total Control Companywide Control Mass Inspection Control (Acceptance Sampling) 2 Evolution
More informationScientific Cooperations International Journal of Finance, Business, Economics, Marketting and Information Systems Vol. 1, Issue 1, September 2015
Cost of Poor quality: Quality management in Lean manufacturing and the effectiveness of the Zero defects goal 1 Rajaa Taidi Abdelmalek Essaadi University-National School of management Research group in
More informationTHE EXISTING BARRIERS IN IMPLEMENTING TOTAL QUALITY MANAGEMENT
THE EXISTING BARRIERS IN IMPLEMENTING TOTAL QUALITY MANAGEMENT Sălăgean Horaţiu Cătălin 1, Bâlc Bogdan 2, Gârbacea Răzvan Dimitrie 3 1, 2, 3, Department of Management, FSEGA, UBB, Cluj-Napoca, România
More informationDeveloping a TQM Quality Management Method Model
Developing a TQM Quality Management Method Model Zhihai Zhang 1 Faculty of Management and Organization University of Groningen P.O.Box 800, 9700 AV Groningen The Netherlands Tel: 00-31-50-3633914 Fax:
More informationTOTAL QUALITY MANAGEMENT ADOPTION BY PROCESS ENGINEERING DESIGN FIRMS IN SOUTH AFRICA
TOTAL QUALITY MANAGEMENT ADOPTION BY PROCESS ENGINEERING DESIGN FIRMS IN SOUTH AFRICA ABSTRACT L. NJENGE University of Johannesburg, Faculty of Engineering and Built Environment University of Johannesburg,
More informationPEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ
PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of
More informationThe Lean Enablement Center
The Importance of Lean Lean is a management philosophy that focuses on removing activities that do not add value in other words, eliminating waste through continuous operational improvement. It is based
More informationORGANIZATIONAL BEHAVIOR
Overview ORGANIZATIONAL BEHAVIOR Lesson 2 In last lecture we tried to understand the term of organizational behavior its need and its impact on the organization. The focus in this discussion is to have
More informationQUALITY GURUS (part 1) Manuel Rincón, M.Sc. September 24th, 2004
(part 1) Manuel Rincón, M.Sc. September 24th, 2004 Lecture Outline I. Introduction to Quality Experts II. Quality Philosophies Americans PHILIP CROSBY EDWARD DEMING ARMOND FEIGENBAUN JOSEPH JURAN Japanese
More informationSALES TRAINING INTERNATIONAL LTD FACT SHEET. Six Sigma
Six Sigma This fact sheet introduces the Six Sigma quality technique, and presents action points for its implementation. Companies are increasingly adopting Six Sigma in a bid to improve the quality of
More informationQuality Systems Frameworks. SE 350 Software Process & Product Quality 1
Quality Systems Frameworks 1 What is a Quality System? An organization uses quality systems to control and improve the effectiveness of the processes used to deliver a quality product or service A Quality
More informationManagement White Paper What is a modern Balanced Scorecard?
Management White Paper What is a modern Balanced Scorecard? For more information please visit: www.ap-institute.com What is a modern Balanced Scorecard? By Bernard Marr Abstract: The Balanced Scorecard
More informationCertified Quality Improvement Associate
Certified Quality Improvement Associate Quality excellence to enhance your career and boost your organization s bottom line asq.org/certification The Global Voice of Quality TM Certification from ASQ is
More informationBENEFITS DERIVED BY SMEs THROUGH IMPLEMENTATION OF TQM
BENEFITS DERIVED BY SMEs THROUGH IMPLEMENTATION OF TQM Yogesh A. Chauhan 1 1 Associate Professor, Mechatronics Engineering Department, G.H.Patel College of Engineering & Technology, Gujarat, India, Abstract
More informationNEW CONCEPTS IN THE CHANGE MANAGEMENT WITHIN PUBLIC ORGANIZATIONS
NEW CONCEPTS IN THE CHANGE MANAGEMENT WITHIN PUBLIC ORGANIZATIONS Ph.D Student Laurentiu Barcan University of Craiova Faculty of Economics and Business Administration, Craiova, Romania Abstract: Knowledge
More informationIMPLEMENTING EMPLOYEE EMPOWERMENT
61-03-63 IMPLEMENTING EMPLOYEE EMPOWERMENT James A. Ward Total quality management (TQM) is built on the four cornerstones of customer focus, continuous process improvement, management leadership, and employee
More informationHRM. The importance of HRM. Why Human Resource Management (HRM) is important for organizations today to make
HRM The importance of HRM Why Human Resource Management (HRM) is important for organizations today to make their Human Resource into a competitive advantage Mr. CHUOP Theot Therith (2009), MBA, BIT, DPA
More informationTeam Core Values & Wanted Behaviours
Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y
More informationThe Future of ISO 9000 Quality Management System in a Global Economy Dr. Owino A. Okwiri 1 Prof. Isaac M. Mbeche 2
1 The Future of ISO 9000 Quality Management System in a Global Economy Dr. Owino A. Okwiri 1 Prof. Isaac M. Mbeche 2 Submitted to DBA Africa Management Review on December 9. 2013 Accepted for publication
More informationMANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY
MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY THE COMPANY Established in Hong Kong in 1963. Mandarin Oriental Hotel Group is an international hotel investment and management group operating ten hotels in
More informationQuality Data Analysis and Statistical Process Control (SPC) for AMG Engineering and Inc.
Quality Data Analysis and Statistical Process Control (SPC) for AMG Engineering and Inc. Olugbenga O. Akinbiola Industrial, Information and Manufacturing Engineering Morgan State University Baltimore Abstract
More informationRevealing the Big Picture Using Business Process Management
Revealing the Big Picture Using Business Process Management Page 1 of 20 Page 2 of 20 Introduction In today s business environment, change is inevitable. Changes in technology, organizational structure,
More informationCONTINUOUS IMPROVEMENT (KAIZEN)
A never-ending journey CONTINUOUS IMPROVEMENT (KAIZEN) UNLESS YOU CHANGE THE PROCESS, WHY WOULD YOU EXPECT THE RESULTS TO CHANGE? The President of Texas Instruments Defense Systems and Electronic Group
More information1. Dream, Mission, Vision and Values
1. Dream, Mission, Vision and Values This document constitutes Chapter 1 of the Fundamental Texts of CGI Group Inc. It begins with the mission statement of the company and is followed by the vision, the
More information1. LEADERSHIP 90 INFORMATION & ANALYSIS STRATEGIC QUALITY PLANNING 4. HUMAN RESOURCE DEVELOPMENT & MANAGEMENT 150
MANAGEMENT EFFECTIVENESS If you are interested in achieving quality management, service excellence and customer satisfaction, this is the audit used by Ritz Carlton to earn the national quality award.
More informationSchool of Advanced Studies Doctor Of Management In Organizational Leadership. DM 004 Requirements
School of Advanced Studies Doctor Of Management In Organizational Leadership The mission of the Doctor of Management in Organizational Leadership degree program is to develop the critical and creative
More informationTotal Quality Management
Total Quality Management 1 Chapter 12: Total Employee involvement 2 Human factor is very important in implementation of any process or principle. It is all the more important in Quality Management. Organization
More information5 Unexpected Ways Continuous Improvement With Lean Six Sigma Can Improve Your Company
A Whitepaper from Juran Global The Source for Breakthrough Lean Six Sigma 5 Unexpected Ways Continuous Improvement With Lean Six Sigma Can Improve Your Company 0 Juran Global Our expertise has been developed
More informationMANAGEMENT LEASING BROKERAGE ACQUISITIONS RECEIVERSHIPS
MANAGEMENT LEASING BROKERAGE ACQUISITIONS RECEIVERSHIPS CONCEPT Hold Thyssen, Inc. offers professional management, leasing and brokerage services to institutional and private investors throughout the United
More informationTHE IMPORTANCE OF KNOWLEDGE MANAGEMENT IN ORGANIZATIONS WITH EMPHASIS ON THE BALANCED SCORECARD LEARNING AND GROWTH PERSPECTIVE
THE IMPORTANCE OF KNOWLEDGE MANAGEMENT IN ORGANIZATIONS WITH EMPHASIS ON THE BALANCED SCORECARD LEARNING AND GROWTH PERSPECTIVE Danijela Jelenic Faculty of Economics, University of Nis, Republic of Serbia
More informationTotal Quality Management
Total Quality Management 1 Introduction Total Made up of the whole(or) Complete. Quality Degree of Excellence a product or service provides to the customer in present and future. Management Act, art, or
More informationTOYOTA AND ITS COMPONENT SUPPLIERS CASE STUDY
TOYOTA AND ITS COMPONENT SUPPLIERS CASE STUDY Automobiles, which make full use of the technology for the day are necessities of life in the world. Even in the Antarctica or in the deserts of the Middle
More informationRelevance of Operations Management to Practising Managers in Emerging Economies
Relevance of Operations Management to Practising Managers in Emerging Economies Dr. David G. Owen Senior Lecturer in Operations and Project Management Business School University of Bedfordshire England.
More informationTotal Quality Management in Classroom at University Level in Islamabad City
Pak. J. Commer. Soc. Sci. 2012 Vol. 6 (2), 392-404 Total Quality Management in Classroom at University Level in Islamabad City Tanvir Kayani Director Executive Program, Secretariat Training Institute Establishment
More informationSales Management 101, Conducting Powerful Sales Review Meetings
Sales Management 101, Conducting Powerful Sales Review Meetings Dave Brock, Partners In EXCELLENCE Dimensions of EXCELLENCE is based on the four dimensions of performance and organizational excellence.
More informationTHE CULTURE OF INNOVATION AND THE BUILDING OF KNOWLEDGE SOCIETIES. - Issue Paper -
THE CULTURE OF INNOVATION AND THE BUILDING OF KNOWLEDGE SOCIETIES - Issue Paper - UNESCO, Bureau of Strategic Planning September 2003 1 I. The past and present scope of innovation During the last two decades,
More informationCOMPLEXITY RISING: FROM HUMAN BEINGS TO HUMAN CIVILIZATION, A COMPLEXITY PROFILE. Y. Bar-Yam New England Complex Systems Institute, Cambridge, MA, USA
COMPLEXITY RISING: FROM HUMAN BEINGS TO HUMAN CIVILIZATION, A COMPLEXITY PROFILE Y. BarYam New England Complex Systems Institute, Cambridge, MA, USA Keywords: complexity, scale, social systems, hierarchical
More informationBUSINESS STRATEGY SYLLABUS
Master of Science in Management BUSINESS STRATEGY SYLLABUS Academic Year 2011-2012 Professor: Yuliya Snihur Email: yuliyaigorivna.snihur@upf.edu Office hours: by appointment COURSE OUTLINE Strategy involves
More informationChapter 3 02/18/1437. Foundations of Quality Management. Deming (1900-1993) Leaders in the Quality Revolution
Chapter 3 Foundations of Quality Management Evans & Lindsay (2014) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 8e 1 Leaders in the Quality Revolution W. Edwards Deming Joseph M. Juran Philip B. Crosby
More informationMentoring YOUR ROAD MAP TO SUCCESS. By Nona Chigewe
Mentoring YOUR ROAD MAP TO SUCCESS By Nona Chigewe 28 CERTIFIED June 2012 ORGANIZATIONS AND THEIR EMPLOYEES HAVE ONE VITAL purpose in common: both are striving to accomplish a life-changing, impactful
More informationEmployee Relationship Management Improving Performance by Understanding Your Employees
Loyalty Employee Relationship Management Improving Performance by Understanding Your Employees Ipsos MORI provide leading edge employee research and consultancy services. Over the last 40 years we have
More informationA New Perspective for Quality Improvement in Teaching and Learning Processes
Edith Cowan University Research Online EDU-COM International Conference Conferences, Symposia and Campus Events 2008 A New Perspective for Quality Improvement in Teaching and Learning Processes Boon Han
More informationEight Leadership Principles for a Winning Organization. Principle 1 Customer Focus
Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing
More informationSTANDARDIZED WORK 2ND SESSION. Art of Lean, Inc. 1 www.artoflean.com
STANDARDIZED WORK 2ND SESSION 1 STANDARDIZED WORK AND WORK STANDARDS - SESSION 2 AIM (1) Understand the Importance of Standardization in TPS (2) Introduce Various Standards Sheets and Basics of Creation
More informationTotal Quality Management and Cost of Quality
Total Quality Management and Cost of Quality Evsevios Hadjicostas The International Quality movement Operator Quality Control Foreman (Supervisor) Quality Control Full-time Inspectors Statistical Quality
More information