Lien Herliani Kusumah. Mercu Buana University, Jakarta, Indonesia
|
|
- Donald Richard
- 8 years ago
- Views:
Transcription
1 Journal of US-China Public Administration, ISSN December 2013, Vol. 10, No. 12, D DAVID PUBLISHING The Essential Factors of TQM Implementation in Small Industries in Indonesia Lien Herliani Kusumah Mercu Buana University, Jakarta, Indonesia The research aims to describe and identify the essential factors in implementation of TQM (Total Quality Management) principles in small industries in Indonesia. It was conducted by explorative and qualitative methods. Assessment of the implementation of TQM principles is done using the EFQM (European Foundation for Quality Management) Excellence Model. The result shows that the principles of TQM have been implemented in small industries in Indonesia especially in small industries which have QCC (Quality Control Circle). This implementation is supported by evidences in each principle. The implementation of TQM in small industry should be done through a process of adaptation, which is important because each organization is tailored, so each organization will differ in implementing TQM. Keywords: TQM (Total Quality Management) principles, QCC (Quality Control Circle), small industries, EFQM (European Foundation for Quality Management) Excellence Model, Indonesia Researches and studies about the implementation and success of Total Quality Management (TQM) which have been conducted mostly refer to the condition of the large-scale industry, such as done by Spitzer (1993), Kelner (1998), Lee and Gharajedaghi (1998), Shiba (1998), Foley (2000), Romano (2000), Zhao (2000), Zhao and Bryar (2000), Yam, Pun, Chin, and Gill (2000), Field (2001), Jones (2001), Sun (2001), Salaheldin (2003), Tejaningrum (2003), Margareth (2004), Sukmono (2005), Raja, Bodla, and Malik (2011). This does not mean that only large-scale industry can implement TQM and be successful. The Quality Gurus said that successful implementation of TQM in organizations does not depend on the business of manufacturing or services, nor does it depend on the size of the organization whether large, medium, or small business. Special studies on the implementation of quality management in small industries are grouped into two parts. First, about the process of implementing quality management in small industries: including motivation (Nwankwo, 2000), resource requirements (Struebing & Klaus, 1997), size and organizational characteristics (Ghobadian & Gallear, 1997), and TQM conceptual framework for small industry (Yusof & Aspinwall, 2000); Second, concern in quality management as a means of achieving a better small industries performance: The paper is supported by OEAD Austria, the team of Suku Dinas Perindustrian bidang IKM in 11 provinces in Indonesia, and the author also thank and give great honor to all the companies of SMEs in 11 provinces in Indonesia for all the time, information, and the big support. Corresponding author: Lien Herliani Kusumah, Ph.D., SE, MT, senior lecturer in Study Program of Magister Management; and head of Study Program of Magister Industrial Engineering, Mercu Buana University; research fields: quality mgt system, small and medium enterprise (SME s), co-operatives organization, management and organizations, governance, and industrial management. lhkusumah65@gmail.com, lh_kusumah@yahoo.com.
2 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION 1191 including business excellence model (Hewitt, 1997; Kusumah, 2006; Bryar, 2000; Armitage, 2002), the International Standard of Organization (ISO) 9000 (Williams, 1997; Sun & Cheng, 2002; Lewis et al., 2007), International Business Profile for small industries (Dalrymple, 2000), the impact of quality management on the small industries performance (Kusumah, 2002; Rahman, 2001; Demirbag, Koh, Tatoglu, & Zaim, 2006; Malik, Iqbal, Shaukat, & Yong, 2010). In general, there is a perception that is maintained by small business owners about the difficulty of implementing quality programs that undermine the motivation to pursue the achievement of quality. Struebing and Klaus (1997) describe four small industry perceptions that become obstacles in implementing quality programs, such as the perception of cost, perception of adequate staffing, employee perceptions of resistance, and the perception of loss of momentum. Those four cases are the obstacles for small industries in implementing quality programs and achieving success generally. Development of industry and commerce at present and in the future is faced with external challenges, namely the occurrence of a very dynamic development in the pattern of economic relations and trade among nations. The process of globalization and liberalization of world trade on the one hand, and regional trade liberalization on the other hand, requires a small industry to improve its performance. Facing national and international market competition significantly, every business organization must implement the quality of the business. It is very clear, because in this era every business organization including small industry will be faced to intense competition and transparent. Therefore, the advantages of product quality, price, delivery, and guarantees are required for small industries in order that they are able to compete and cooperate. Small Industry Different definitions of small industries are usually based on measures of Siropolis (1997): (1) Total assets: the amount of cash, inventory, land, machinery, and other resources being owned; (2) Owners equity: Total investments are made by investors, often showing capital. Generally in a company, investors are the share holders who purchase shares and the creditors are those who lend money or give credit; (3) Yearly sales revenue; (4) Number of employees. Each size has a point on the merits, but the number of employees has more than others. These measures are: (1) Inflation-Proof: It is not influenced by changes in the purchasing power of the dollar; (2) Transparent (transparent): It is easy to see and understand; (3) Can be compared (comparable): This allows comparisons the size among of the business activities within the same industry; (4) Availability (available): It is easy to obtain from business activities. Small Business Administration (SBA) defines that small industry has been as an organization that is independently owned and operated and not dominant in its field. It presents that the definition of small industry is diverse, from those with less than 100 workers to those with more than 500 workers. More detailed descriptions about the number of employees are also used, as follows: under 20 employees, categorized as very small; between 21 up to 99, categorized as small; between 100 up to 499, categorized as medium size; and more than 500, categorized as large.
3 1192 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION Virtues conceptually in defining a small company are essentially based on the company that has a specific cost structure and in the form of inputs are divided into land, labor, and capital. In particular, it is Diermen (1997): (1) The use of labor came from the family (the distinction of labor inputs) (Chayanov, 1986); (2) The number of divisions few and low labor costs (the distinction of labor inputs); (3) The use of simple physical capital and financial capital available locally (the distinction of capital inputs), and production sites close to the family home (distinction land inputs); (4) To avoid double sense, the concepts of small firms and industrial systems need to be defined. Small is a relative concept that can vary among different countries. Total Quality Management (TQM) of TQM Quality management principles give understanding and guidance in the application of quality management. By applying the principles of quality management organization, it will produce benefits for customers, owners, people, suppliers, and the general social environment. The principles of TQM is a comprehensive rules and fundamental beliefs to lead and run an organization (Forsberg, 1995), which aims at continuous of performance in the long run by focusing on consumers as well as addressing the needs of all stakeholders. There are several opinions regarding the description of the principles of TQM according to Besterfield, Besterfield-Michna, Besterfield, and Besterfield-Sacre (2003), Goetsch and Davis (2000), Russell and Taylor III (2000), Forsberg (1995), Ho (1995), and Ehresman (1995). Therefore, the existing studies on TQM principles can be grouped into four factors: people and relationships, approach, measure, and the tools and technique. Each major factor is composed of several special factors (see Table 1). TQM Implementation Models In general, a model is a series of steps that are logically arranged to provide a guideline for the implementation process so as to achieve the main goal. The practical TQM models are referred to as the business excellence model. This study used the EFQM (European Foundation for Quality Management) Excellence Model since this model has several advantages as follows: (1) It is used form of self-assessment, which the company directs to assess the progress of its own; (2) It is based on the real condition compared to other TQM models, and this makes the model easier to quantify the success of TQM programs owned. EFQM Excellence Model using the form which represents the most comprehensive TQM models from existing models. Although each organization is unique, this model provides a generic framework of criteria that can be applied in depth to any organization or part of the organization. The model contains nine criteria, consisting of five as the enablers criteria that include the organization in the future, namely leadership, strategy, people, partnership and resources, processes, and products and services; four as the results criteria cover what an organization to accomplish through enablers criteria, namely people results, customer results, society results, and business results.
4 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION 1193 Table 1 The Various Ways of TQM Key factor Besterfield et al. (2003) Leadership, People and customer satisfaction, relationship employee involvement, supplier partnership Approach Measure Tools and technique Continuous process Performance measures Benchmarking, information technology, QMS (ISO 9000), EMS (ISO 14000), QFD, quality by design, FMEA, products liability, TPM, management tools, SPC, experimental design, taguchi s quality engineering Goetsch and Davis (2000) Russell and Taylor III (2000) Strategically based, long-term commitment, unity of purpose, Leadership, customer focus, strategic planning, obsession with customer oriented, quality, teamwork, employee education and responsibility, training, cooperation, training freedom through and education control, employee involvement and empowerment Continual process Scientific approach to decision making and problem solving Continuous Statistical methods Seven tools, problem solving and decision making, QFD, Benchmarking, optimizing and the cost of quality, controlling seven QC tools, processes through SPC, quality awards, continuous ISO 9000, benchmarking, just-in-time Methodology Forsberg (1995) Leadership, customer-focused organization, involvement of people, mutually beneficial supplier relationship Process approach, system approach to management, continual Factual approach to decision making ISO 9000, control charts, work flows, fact-to-act process Ho (1995) Management led, ownership and commitment, recognition and pride, prevention not detection, total customer satisfaction, right first time, ownership and commitment, training and education, co-operation and teamwork Continuous The cost of quality Benchmarking, seven QC tools. Ehresman (1995) Ensuring customer satisfaction, working together, appropriate personal initiatives Managing processes, continuously Collect and analyze data, statistical methods, solve problems, creative-thinking techniques, ISO 9000, quality awards This study is an empirical research using exploratory and qualitative research methods. Characteristics of the implementation of TQM principles are the nine criteria of the EFQM Excellence Model. They are used to identify the characteristics (strength, scope, and field) of TQM implementation in small industries in Indonesia, and assessment using the EFQM SME scorebook. Data were collected by using depth interview. The study participants are small industries which have been conducting production activities which belong to the nine sub-sectors according to the BPS (Badan Pusat Statistik) potential industry and have received coaching to improve the quality of government, particularly the Department of Industry. The research sample is 39 organizations of small industries which are determined through a two-stage: The first stage determines the area samples, and the next stage also determines the small industrial samples at random. Small industries are selected as the sample dispersed in selected provinces (following proportions spread) as follows: West Java (8%), Central Java (5%), Yogyakarta Special Region (10%), East Java (13%), Bali (5%), West Nusa Tenggara (15%), Lampung (10%), West Sumatra (8%), North Sumatra (8%), South Kalimantan (8%), and South Sulawesi (10%). While the spread of the sample in the potential sub-sectors include manufacturing subsector (following the proportion of distribution): the food industry, beverages, and tobacco (18%), textiles, apparel, and leather (22%), industrial wood, bamboo, rattan, grass, and the like including home
5 1194 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION furnishings (13%); paper industry and paper goods, printing and publishing (3%), industrial non-metallic mineral products, except petroleum and coal (8%); industry of metal goods, machinery, and equipment (18%), as well as other manufacturing industries (18%). Research Findings Profile of Small Industries The profile of small industries of this study focuses on Quality Control Circle (QCC) formal ownership aspect. The QCC formal ownership describes the group of small companies on the grounds owned or not QCC formally in his organization. Whether owned or not the QCC is the result of quality coaching conducted by the Department of Industry. Proportion of grouping in this study is 72% of small industries already owned the QCC formal and 28% not yet. Factors of TQM Implementation The results of empirical research indicate that the factors are implemented in small industries which have owned the QCC formation according to the principles of TQM are shown in Table 2 through 7 (see Table 2 to Table 7). Table 2 The Phenomenon of Implementation of TQM With Evidence of at Least 75% Consumer satisfaction Consumer perceptions of products 4 At least 75% People satisfaction Additional measures were related to the satisfaction of the people 2 At least 75% Results of operations Financial measures of organizational performance 3 At least 75% Total of indicators 9 Table 3 The Phenomenon of Implementation of TQM With Evidence of at Least 50% Strategy Formulating strategies and plans 7 At least 50% Management of people Developing and reviewing those plans 1 At least 50% Resource management Managing information resources 3 At least 50% Quality and process management system Managing resources and suppliers of raw materials 6 At least 50% The focus on consumers 4 At least 50% Managing the quality system 1 At least 50% Managing the key processes 6 At least 50% People satisfaction The perception of people toward the organization 6 At least 50% Impact on society Community involvement 5 At least 50% Results of operations Size of the additional achievements of the organization 9 At least 50% Total of indicators 48 Table 4 The Phenomenon of Implementation of TQM With Evidence of at Least 25% Leadership Implementation of commitment to TQM culture 6 At least 25% Moving the in the organization 5 At least 25%
6 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION 1195 Table 4 continued Strategy Communicate and implement strategies and plans 2 At least 25% Renew and improve strategies and plans 4 At least 25% Management of people Ensuring the involvement and empowerment 3 At least 25% Resource management Managing financial resources 4 At least 25% Managing other resources 3 At least 25% Quality and process management system Managing the processes of continuous 4 At least 25% Consumer satisfaction Additional measures were related to customer satisfaction 3 At least 25% Total of indicators 34 Table 5 The Phenomenon of Implementation of TQM With Evidence of Less Than 25 % Strategy Communicate and implement strategies and plans 1 Less than 25% Management of people Developing and reviewing people management plans 3 Less than 25% Quality and process management system The focus on consumers 1 Less than 25% Managing the processes of continuous 2 Less than 25% Consumer satisfaction Additional measures were related to customer satisfaction 1 Less than 25% Total of indicators 8 Table 6 The Phenomenon of Implementation of TQM With No Evidence * Number of indicators Number of evidences (%) Resource management Managing other resources 1 No evidence Quality and process management system Managing the quality system 1 No evidence Managing the processes of continuous 1 No evidence People satisfaction The perception of people toward the organization 1 No evidence Additional measures were related to the satisfaction of the people 1 No evidence Results of operations Financial measures of organizational performance 2 No evidence Size of the additional achievements of the organization 1 No evidence Total of indicators 8 Note. * There is no evidence that does not mean at all or completely absent. Individually some companies show evidences of implementation. Table 7 The Recapitulation of Total of Indicators at Each Number of Evidence Number of evidences (%) Total of indicators % At least 75% At least 50% At least 25% Less than 25% No evidence Total
7 1196 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION Conclusions and Discussions This study describes the implementation of TQM principles based on EFQM Excellence Model in small industries in Indonesia. The results show that there are five categories based on evidences of implementation. The factors that have been implemented in small industries with evidence of at least 75%, and there are only 8.41% which includes consumer perceptions of products, services, and organizational relationships; additional measures were related to the satisfaction of the people organizational, and financial measures of performance. The factors that have been implemented in small industries with evidence of at least 50%, and there is a number of 44.86% which includes formulating strategies and plans based on relevant information, developing and reviewing those plans, managing information resources, managing resources and suppliers of raw materials, the focus on consumers, managing the quality system, managing the key processes, the perception of people toward the organization, community involvement, and size of the additional achievements of the organization. The factors that have been implemented in small industries with evidence of at least 25%, and there is a number of 31.78% which includes the implementation of the commitment to TQM culture, moving the in the organization, communicate and implement strategies and plans, renew and improve strategies and plans, ensuring the involvement and empowerment, managing financial resources, managing other resources, managing the processes of continuous, and additional measures were related to customer satisfaction. The factors that have been implemented in small industries with evidence of less than 25%, and there is a number of 7.48% which includes communicate and implement strategies and plans, developing and reviewing people management plans, the focus on consumers, managing the processes of continuous, and additional measures were related to customer satisfaction. Finally, 7.48% while the rest are the factors that have been implemented in small industries but in summary there is no evidence to support it, however, some companies individually show evidences of implementation. Improving quality in small industries can be done by implementing the principles of TQM. TQM implementation in small industries can help small industries to realize the goals of the organization. TQM implementation in small industrial organizations should be done through a process of adaptation, which is important because each organization is unique, therefore each organization will differ in implementing TQM. Organizational characteristics of small business are an important aspect that must be considered when designing implementation strategies, such as TQM, for the organization. Small industries can implement and achieve the successful implementation of TQM, as their business strategy by implementing TQM principles properly and correctly according to the unique characteristics of life organizations in order to reach the expected performance of the organization. This means that every organization is no exception even small industrial, they need to make adaptations in implementing the principles of TQM. Adaptation is the adjustment in the form of action in implementing the principles of TQM according to the unique characteristics of life in the industrial organization and the size of the organization, so that the principles of TQM can be implemented appropriately and correctly to achieve the goals and objectives of the organization.
8 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION 1197 References Armitage, A. M. D. (2002). The implementation and application of the business excellence model in SMEs. Managerial Auditing Journal, 17(1/2), Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. H., & Besterfield-Sacre, M. (2003). Total Quality Management (3rd ed.). New Jersey: Pearson Education International. Bryar, P. (2000). The Australian business excellence framework: A framework for small horticultural enterprises. Centre for Management Quality Research. Chayanov, A. V. (1986). The theory of peasant economy (2nd ed.). D. Thorner, B. Kerblay, & R. E. F. Smith, (Eds.). Madison, W.I.: University of Wisconsin Press. Dalrymple, J. F. (1999). Quality management implementation: A cross-cultural study in European and Indian SME s. The Centre for Quality Management Research. Dalrymple, J. F. (2000). International business profile benchmarking for the SME sector Does it work? The Centre for Quality Management Research. Demirbag, M., Koh, S. C. L., Tatoglu, E., & Zaim, S. (2006). TQM and market orientation s impact on SMEs performance. Industrial Management & Data Systems, 106(8), Diermen, P. (1997). Small business in Indonesia. England: Ashgate Pub. Ltd. Ehresman, T. (1995). Small business success through TQM: Practical methods to improve your organization s performance. Milwaukee, W.I.: ASQ Quality Press. European Foundation for Quality Management (EFQM). (1997). SME scorebook. Brussels. European Foundation for Quality Management (EFQM). (1999). Assessing for excellence: A practical guide for self-assessment. Brussels. Field, J. M. (2001). Beyond design: Implementing effective production work teams. Quality Management Journal, 8(2), Foley, K. J. (2000). From quality management to organization excellence: Don t throw the baby out with the bath water. The Centre for Management Quality Research. Forsberg, K. (1995). The quality management principles. Retrieved from Foster, S. T. (2001). Managing quality: An integrative approach. New Jersey: Prentice Hall. Ghobadian, A., & Gallear, D. (1997). TQM and organization size. International Journal of Operations & Production Management, 17(2), Goetsch, D. L., & Davis, S. B. (2000). Quality management: Introduction to total quality management for production, processing, and service. New Jersey: Prentice Hall. Hewitt, S. (1997). Business excellence: Does it work for small companies? The TQM Magazine, 9(1), Ho, S. K. M. (1995). TQM: An integrated approach; implementing total quality through Japanese 5-S and ISO London: Kogan Page. Ho, S. K. M. (1999). Change for the better via ISO 9000 and TQM. Management Decision, 37(4), Jones, L. (2001). Factors related to employee perception of their leaders commitment to implement continuos quality. Quality Management Journal, 8(3), 1-3. Kelner, S. (1998). Managing the climate of a TQM organization. Center for Quality of Management Journal, 7(1), Kusumah, L. H. (2002). Faktor-faktor yang secara empiris menentukan tumbuh-kembangnya UKM (The empirical factors which determining growth and development of SMEs). Jurnal Koperasi Indonesia, 1, Kusumah, L. H. (2006). Study on interrelationship of total quality management (TQM) principles in small scale industries with the government strategy for small scale industry development/ in Indonesia: An evaluation model on TQM implementation in the small scale industry development strategy. Doctoral dissertation, Industrial Engineering and Management Institut Teknologi Bandung. Lee, T. H., & Gharajedaghi, J. (1998). Leadership in TQM: What does it mean? Center for Quality of Management Journal, 7(1), Lewis, W. G., Pun, K. F., & Lalla, T. R. M. (2007). The effect of ISO 9001 on TQM implementation in SME in Trinidad. West Indian Journal of Engineering, 30(1), Malik, S. A., Iqbal, M. Z., Shaukat, R., & Yong, J. (2010). TQM practices & organizational performance: Evidence from Pakistani SMEs. International Journal of Engineering & Technology IJET-IJENS, 10(4), Margareth. (2004). Comparison level implementation of total quality management (TQM) in between enterprises are
9 1198 THE ESSENTIAL FACTORS OF TQM PRINCIPLES IMPLEMENTATION implementing the ISO 9000 associated with quality management performance. Thesis, Industrial Engineering and Management Program Institut Teknologi Bandung. Nwankwo, S. (2000). Quality assurance in small business organisations: Myths and realities. International Journal of Quality & Reliability Management, 7(1), Rahman, S. (2001). A comparative study of TQM practice and organisational performance of SMEs with and without ISO 9000 certification. International Journal of Quality & Reliability Management, 18(1), Raja, M. W., Bodla, M. A., & Malik, S. A. (2011). Evaluating the effect of total quality management practices on business performance: A study of manufacturing firms of Pakistan. International Journal of Business and Social Science, 2(9), 110. Romano, P. (2000). ISO 9000: What is its impact on performance? Quality Management Journal, 7(3), Russell, R. S., & Taylor III, B. W. (2000). Operations management. Multimedia Version (3rd ed.). New Jersey: Prentice Hall. Salaheldin, I. S. (2003). The implementation of TQM strategy in Egypt: A field-force analysis. The TQM Magazine, 15(4), Shiba, S. (1998). Leadership and breakthrough. Center for Quality of Management Journal, 7(2), Siropolis, N. (1997). Small business management (6th ed.). Boston, M.A.: Houghton Mifflin. Spitzer, R. D. (1993). Valuing TQM through rigorous financial analysis. Quality Progress, 26(7), Struebing, L., & Klaus, L. A. (1997). Small business thinking big. Quality Progress, 30, Sukmono, T. (2005). Quality performance measurement in TQM implementation based on the ISO 9000 version 2000 in SBU merpati maintenance facility. Thesis, Industrial Engineering Institut Teknologi Sepuluh November. Sun, H. (2001). Comparing quality management practices in the manufacturing and service industries: Learning opportunities. Quality Management Journal, 8(2), Sun, H., & Cheng, T. (2002). Comparing reasons, practices and effects of ISO 9000 certification and TQM implementation in Norwegian SMEs and large firms. International Small Business Journal, 20(4), Tejaningrum, N. A. (2003). Model of the process-outcome-impact in measuring the success of QCC in Indonesia. Doctoral Dissertation, Industrial Engineering and Management Institute Teknologi Bandung. Williams, N. (1997). ISO 9000 as a route to TQM in small to medium-sized enterprises: Snake or ladder? The TQM Magazine, 9(1), Yam, R. C. M., Pun, K. F., Chin, K. S., & Gill, R. (2000). Transforming quality management practices: Applying the Hong Kong/China experiences. Quality Management Journal, 7(3), Yusof, S. M., & Aspinwall, E. (2000). A conceptual framework for TQM implementation for SMEs. The TQM Magazine, 12(1), Zhao, F. (2000). Inter-Organizational excellence: A TQM approach. The Centre for Quality Management Research. Zhao, F., & Bryar, P. (2000). Integrating knowledge management and total quality: A complementary process. The Centre for Quality Management Research.
Hansani 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 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 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 informationThe Adoption of Management Systems Standards & Best Practices in Malaysia (Current and Future Trend)
Nang Yan Business Journal 1.1 2012 Paper #: 2-05 P- 105 The Adoption of Management Systems Standards & Best Practices in Malaysia (Current and Future Trend) Dr. Mohd Azman Idris SGM, SIRIM Training Services,
More informationBARRIERS IN THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN INDONESIAN MANUFACTURING ORGANIZATIONS
JURNAL TEKNIK INDUSTRI VOL. 3, NO. 2, DESEMBER 2001: 72-79 BARRIERS IN THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN INDONESIAN MANUFACTURING ORGANIZATIONS Kifayah Amar Zuraidah Mohd Zain School of
More informationISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION
1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful
More informationBARRIERS AND BENEFITS OF TOTAL QUALITY MANAGEMENT IN THE CONSTRUCTION INDUSTRY: EVIDENCE FROM TURKISH CONTRACTORS
7 th Research/Expert Conference with International Participations QUALITY 2011, Neum, B&H, June 01 04, 2011 BARRIERS AND BENEFITS OF TOTAL QUALITY MANAGEMENT IN THE CONSTRUCTION INDUSTRY: EVIDENCE FROM
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 informationIdentification of Critical Success Factors for Successful TQM Implementation in Textile Industries, Pakistan
Global Advanced Research Journal of Management and Business Studies (ISSN: 2315-5086) Vol. 3(10) pp. 473-478, October, 2014 Available online http://garj.org/garjmbs/index.htm Copyright 2014 Global Advanced
More informationTHE PRACTICES OF TQM AMONG MS : ISO 9000 CERTIFIED COMPANY
2011 3rd International Conference on Information and Financial Engineering IPEDR vol.12 (2011) (2011) IACSIT Press, Singapore THE PRACTICES OF TQM AMONG MS : ISO 9000 CERTIFIED COMPANY 1 Rohaizan R, 2
More informationMANAGING 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 informationImplementation of TQM Practices in Manufacturing Sector of Pakistan
Implementation of TQM Practices in Manufacturing Sector of Pakistan Implementation of TQM Practices in Manufacturing Sector of Pakistan Subhan Ullah MBA (Management) Student Department of Management Sciences
More informationProspect of Implementing Total Quality Management Approach in Commercial Banks of Bangladesh
Prospect of Implementing Total Quality Management Approach in Commercial Banks of Bangladesh Bikash Barua* ABSTRACT Total Quality Management (TQM) drives an organization towards better performance through
More informationAn integrated approach for TQM implementation in SMEs
An integrated approach for TQM implementation in SMEs Zulema Lopes Pereira (zlp@fct.unl.pt), Faculty of Science and Technology, Universidade Nova de Lisboa, Portugal Leonilde Marques Pedroso (leo.pedroso@clix.pt),
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 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 informationDIFFERENCES BETWEEN LEADERS AND NON- LEADERS IN THEIR PERCEPTIONS OF THE ORGANIZATIONAL COMMITMENT TO QUALITY
DIFFERENCES BETWEEN LEADERS AND NON- LEADERS IN THEIR PERCEPTIONS OF THE ORGANIZATIONAL COMMITMENT TO QUALITY Abd El-Moneim A. El-Tohamy, Professor Finance and Investment, Faculty of Commerce and Business
More informationAPPLICABILITY OF PROJECT MANAGEMENT TECHNIQUES IN SMEs: EVIDENCE FROM GREECE
STUDIA UNIVERSITATIS BABEŞ-BOLYAI, NEGOTIA, L, 1, 2005 APPLICABILITY OF PROJECT MANAGEMENT TECHNIQUES IN SMEs: EVIDENCE FROM GREECE SDROLIAS L. 1, SIRAKOULIS K. 2, TRIVELLAS P. 3, POULIOS T. 4 ABSTRACT.
More informationTotal Quality Management Implementation in Cosmetic SME
Total Quality Management Implementation in Cosmetic SME Puntaree Watcharavittayakul Fukuoka Institute of Technology, Japan Abstract: This study is about how to implement TQM (Total Quality Management)
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 informationIlham Hidayah Napitupulu. Padjadjaran University, Bandung, Indonesia; Politeknik Negeri Medan, Medan, Indonesia. Abdul Rahman Dalimunthe
Journal of Modern Accounting and Auditing, ISSN 1548-6583 May 2013, Vol. 9, No. 5, 609-615 D DAVID PUBLISHING Accounting of Foreign Currencies: Difference in Exchange Transactions and Relation With Taxation
More informationQUALITY MANAGEMENT IMPLEMENTATION AND QUALITY OF PRODUCTION IN MALAYSIA S MANUFACTURING COMPANIES
IMPACT: International Journal of Research in Business Management (IMPACT: IJRBM) ISSN(E): 2321-886X; ISSN(P): 2347-4572 Vol. 2, Issue 3, Mar 2014, 53-60 Impact Journals QUALITY MANAGEMENT IMPLEMENTATION
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 informationDOMESTIC AND FOREIGN DIRECT INVESTMENT REALIZATION IN QUARTER IV AND JANUARY DECEMBER 2014
Invest in remarkable indonesia indonesia Invest in remarkable indonesia Invest in remarkable indonesia Invest in remarkable indonesia invest in Invest in Invest in Invest in indonesia Invest in remarkable
More informationJANUARY 2013 VOL 4, NO 9 AN INVESTIGATION ON ADOPTION OF LEAN PRODUCTION PRINCIPLES IN KITCHENWARE MANUFACTURING INDUSTRIES.
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 4, NO 9 AN INVESTIGATION ON ADOPTION OF LEAN PRODUCTION PRINCIPLES IN KITCHENWARE MANUFACTURING INDUSTRIES. ABSTRACT Mrs.G.S.Subashini
More informationQUALITY MANAGEMENT PRINCIPLES AN APPROACH IN HEALTHCARE INSTITUTIONS
QUALITY MANAGEMENT PRINCIPLES AN APPROACH IN HEALTHCARE INSTITUTIONS Professor PhD Kristina ZGODAVOVA University of Trencin, Slovakia Professor PhD Sofia Elena COLESCA Academy of Economic Studies, Bucharest,
More informationAdoption of Six Sigma: Review of Empirical Research
International Review of Business Papers Volume 6. Number 5. November 2010. Pp. 149-163 Adoption of Six Sigma: Review of Empirical Venkateswarlu Pulakanam* and Kevin E. Voges** Organizations are increasingly
More informationEngineering Management Courses
Engineering Management Courses 124 Principles of Engineering Management This course is an introduction to engineering management principles and concepts and will address issues that are relevant to today's
More informationDOMESTIC AND FOREIGN DIRECT INVESTMENT REALIZATION IN QUARTER II AND JANUARY - JUNE 2014
Invest in remarkable indonesia Invest in indonesia Invest in remarkable indonesia Invest in remarkable indonesia Invest in Invest in remarkable indonesia Invest in indonesia Invest in remarkable indonesia
More informationBusiness Process Requirements for Indonesian Small Medium Enterprises (SMEs) in Implementing Enterprise Resource Planning (ERP)
Business Process Requirements for Indonesian Small Medium Enterprises (SMEs) in Implementing Enterprise Resource Planning (ERP) P. W. Handayani, A. N. Hidayanto, and I. Budi Abstract Based on Central Agency
More informationMG1352 TOTAL QUALITY MANAGENMENT UNIT I INTRODUCTION PART-A
MG1352 TOTAL QUALITY MANAGENMENT UNIT I INTRODUCTION 1. Define Quality. 2. What are the dimensions of quality? 3. Why quality planning is needed? 4. What are the essential steps of quality planning? 5.
More informationPareto Analysis - A TQM Implementing Tool For R & D. Hong Wu Agder College Grimstad, Norway. Introduction
Pareto Analysis - A TQM Implementing Tool For R & D Hong Wu Agder College Grimstad, Norway Abstract The R&D (Research and Development) work is the first stage of the product life cycle. Its outcomes have
More informationFig. no. 1 Research methodology on SMEs performance evaluation. Factors of
STUDY ON THE PERFORMANCE EVALUATION MODELS OF SMALL AND MEDIUM ENTERPRISES IN ROMANIA Ionela-Carmen, Pirnea * Abstract: In the current economic context, market by the globalization of the requirements
More informationResearch Framework of Education Supply Chain, Research Supply Chain and Educational Management for the Universities
Framework of Education Supply Chain, Supply Chain and Educational Management for the Universities Md. Mamun Habib Founder & President, Engineering Education & Career Program, Bangladesh mamunhabib@gmail.com
More information16) QUALITY MANAGEMENT SYSTEMS
INTRODUCTION 16) QUALITY MANAGEMENT SYSTEMS The aim of this paper is to give a brief introduction to the idea of a quality management system and specifically in ISO 9001:2000: Quality Management System.
More informationCRITICAL SUCCESS FACTORS FOR TOTAL QUALITY MANAGEMENT IMPLEMENTATION WITHIN THE LIBYAN IRON AND STEEL COMPANY
CRITICAL SUCCESS FACTORS FOR TOTAL QUALITY MANAGEMENT IMPLEMENTATION WITHIN THE LIBYAN IRON AND STEEL COMPANY Massoud M. Arshida Tun Abdul Razak University, Graduat School of Business, Capital Square,
More informationIntegrating Social Responsibility with Quality and Environmental Management Systems
Integrating Social Responsibility with Quality and Environmental Management Systems Chad Kymal Omnex, Inc. Pathways to Social Responsibility Conference Session Number: Speaker Bio Chad Kymal is the CTO
More informationQuality Management as a Part of CRM
European Research Studies, Volume XVI, Special Issue on SMEs, 2013 Quality Management as a Part of CRM Karel Havlíček 1, Pavla Břečková 2, Vicky Zampeta 3 Abstract: The article describes the latest trends
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 informationTHE ROLE OF KNOWLEDGE MANAGEMENT SYSTEM IN SCHOOL: PERCEPTION OF APPLICATIONS AND BENEFITS
THE ROLE OF KNOWLEDGE MANAGEMENT SYSTEM IN SCHOOL: PERCEPTION OF APPLICATIONS AND BENEFITS YOHANNES KURNIAWAN Bina Nusantara University, Department of Information Systems, Jakarta 11480, Indonesia E-mail:
More informationTHE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE
THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE 2010 1 INTRODUCTION This course focuses on the external and internal environment
More informationTHE ISO QUALITY MANAGEMENT PRINCIPLES AND THE EFQM MODEL
THE ISO QUALITY MANAGEMENT PRINCIPLES AND THE EFQM MODEL Laurențiu Aurel MIHAIL 1 ABSTRACT: this article intends to present a useful approach regarding correlation that exists between 8 quality, according
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 informationThe impact of quality management principles on business performance. A comparison between manufacturing and service organisations
The impact of quality principles on A comparison between manufacturing and service organisations by Åsa Rönnbäck* and Lars Witell** *Division of Sciences, Chalmers University of Technology, SE-412 96 Göteborg,
More informationHow To Become A Tqm Professional
VS-1087 Certified TQM Professional Certification Code VS-1087 Vskills certification for TQM Professional assesses the candidate as per the company s need for planning, implementing and maintaining quality
More informationDepartment of Management
Department of Management McCoy Hall 52 T: 52.25.257 F: 52.25.2850 www.mgt.mccoy.txstate.edu Degree Programs Offered (Entrepreneurial Studies Concentration) (Human Resources Management Concentration) (Teacher
More informationTotal Relationship Management (TRM), and Quality of Labour Force performances in the Higher Education Sector in Sweden, Turkey and Egypt
www.adaptinternational.it, 5 October 2012 Total Relationship Management (TRM), and Quality of Labour Force performances in the Higher Education Sector in Sweden, Turkey and Egypt Mosad Zineldin Valentine
More informationInternational Business & Economics Research Journal November 2008 Volume 7, Number 11
Total Quality Management A Recommended Strategy For The Pakistani Banking Sector Hummayoun Naeem, Foundation University Institute of Management & Computer Sciences, Pakistan M. Iqbal Saif, Foundation University
More information6. Research Methodology
The Effect of Knowledge Stickiness and Interaction on Absorptive Capacity 89 6. Research Methodology 6.1 Introduction This chapter describes how we conducted our extensive fieldwork in a number of small-
More informationMuhammad Ishlah Idrus, Muhammad Ali, Ria Mariana, and Jusni
Quest Journals Journal of Research in Business and Management Volume 3 ~ Issue 8(2015) pp: 07-11 ISSN(Online) : 2347-3002 www.questjournals.org Research Paper The Analysis of Profitability and Its Effect
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 informationFINANCIAL AND MANAGEMENT ACCOUNTING PRACTICES AMONG SMALL AND MEDIUM ENTERPRISES IN MALAYSIA
FINANCIAL AND MANAGEMENT ACCOUNTING PRACTICES AMONG SMALL AND MEDIUM ENTERPRISES IN MALAYSIA Che Ruhana Isa (PhD), cruhana@um.edu.my Zakiah Saleh (PhD), Noor Sharoja Sapiei ABSTRACT In the current business
More informationThe Influence of Working Capital and Organization on the Financial Performance of Small-Sized Enterprises in Jayapura City
Journal of Economics and Behavioral Studies Vol. 7, No. 3, pp. 104-109, June 2015 (ISSN: 2220-6140) The Influence of Working Capital and Organization on the Financial Performance of Small-Sized Enterprises
More informationHow To Manage Quality Management In Czechia
JaroslavNenadál * Risks related to quality management systems implementation some lessons learned from Czech Republic Introduction Efficient and effective implementation of quality management principles
More informationImpact of Total Quality Management (TQM) on Service Delivery in Swaziland s Sugar Industry
International Journal of Operations and Logistics Management Volume: 3, Issue: 2, Pages: 158-169 (June 2014) Academy of Business & Scientific Research www.absronline.org/journals Impact of Total Quality
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 informationThe Study of Postgraduate Quality in Sport Management Departments of Public Physical Education Faculties in Iran
World Journal of Sport Sciences 4 (2): 151-158, 2011 ISSN 2078-4724 IDOSI Publications, 2011 The Study of Postgraduate Quality in Sport Management Departments of Public Physical Education Faculties in
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 informationDEVELOPMENTS AND TRENDS IN INTEGRATED MANAGEMENT SYSTEMS. Maria Luskova 1
Medunarodna naucna konferencija MENADŽMENT 2012 International Scientific Conference MANAGEMENT 2012 Mladenovac, Srbija, 20-21. april 2012 Mladenovac, Serbia, 20-21 April, 2012 DEVELOPMENTS AND TRENDS IN
More informationThe Importance of Total Quality Management in Small Business
TOTAL QUALITY MANAGEMENT, VOL. 14, NO. 1, 2003, 63 77 A survey of TQM practices in the Malaysian electrical and electronic industry QUEK ENG ENG &SHA RI MOHD YUSOF Universiti Teknologi Malaysia, Johor,
More informationThe Use of Accounting Information by Small and Medium Enterprises in South District of Jordan,( An empirical study)
The Use of Accounting Information by Small and Medium Enterprises in South District of Jordan,( An empirical study) Dr. Belal Yousef AL Smirat Department of Managerial and Finance Sciences Al-Balqa Applied
More informationKEF elean Project. e DELIVERY MECHANISMS FOR LEAN TRAINING - RESEARCH REPORT. September 2006
KEF elean Project e DELIVERY MECHANISMS FOR LEAN TRAINING - RESEARCH REPORT September 2006 Chiamaka Chuke Okafor BSc MSc (Hons), Research Associate Lean Enterprise Research Centre Cardiff Business School
More informationAccounting. Management. Environment of Business. Business Law for Accountants. Stats Business & Econ I. Management
Undergraduate Courses: Course # Course Title Course Description BUS201 Financial An introduction to basic accounting principles for measuring and Accounting communicating financial data about a business
More informationQuality Management Principles and Guidelines on their Application
Document: ISO/TC 176/SC 2/N 376 Secretariat of ISO/TC 176/SC 2 Our ref: 97/402545 Date: 30 June 1997 To the Members of ISO/TC 176/SC 2 - Quality Management and Quality Assurance/ Quality Systems (TC176/SC2/WG15/N133)
More informationSustaining quality in the UK public sector. public sector
The research register for this journal is available at http://www.emeraldinsight.com/researchregisters The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0265-671x.htm
More informationCHAPTER 3 RESEARCH METHODOLOGY
CHAPTER 3 RESEARCH METHODOLOGY 42 3.1 HYPOTHESIS DEVELOPMENT 3.1.1 Hypothesis 1, 2 and 3: Organizational factors and ITIL implementation progress MSC status organizations in Malaysia are large organizations
More informationElectricity Insecurity and Manufacturing SMEs
Electricity Insecurity and Manufacturing SMEs How does electricity insecurity affect businesses in low and middle income countries? Andrew Scott, Emily Darko July 2014 Presentation overview Study Aims
More informationDr. Md. Ariful Islam* Associate Professor, Department of IPE Shahjalal University of Science and Technology Sylhet, Bangladesh
Key aspects of TQM implementation in manufacturing organization- an empirical investigation Dr. Md. Ariful Islam* Associate Professor, Department of IPE Shahjalal University of Science and Technology Sylhet,
More informationRunning Head: HUMAN RESOURCE PRACTICES AND ENTERPRISE PERFORMANCE. Pakistan. Muzaffar Asad. Syed Hussain Haider. Muhammad Bilal Akhtar
Running Head: HUMAN RESOURCE PRACTICES AND ENTERPRISE PERFORMANCE Human Resource Practices and Enterprise Performance in Small and Medium Enterprises of Pakistan Muzaffar Asad Syed Hussain Haider Muhammad
More informationMai Thi Hoang Minh. University of Economics, Ho Chi Minh City, Vietnam
Journal of Modern Accounting and Auditing, February 2015, Vol. 11, No. 2, 86-92 doi: 10.17265/1548-6583/2015.02.002 D DAVID PUBLISHING Information on Financial Statements for Loan Decision-Making of Commercial
More informationINDONESIA. Implementing Public TVET Programs in the Midst of the Financial Crisis - HRD Policies in Collaboration with Employment Security
INDONESIA Implementing Public TVET Programs in the Midst of the Financial Crisis - HRD Policies in Collaboration with Employment Security (Agnes Retno Dwidarsih Yosephine Pranolo) A. Employment Condition
More informationUNIVERSITY OF WEST HUNGARY DEPARTMENT OF WOOD ENGINEERING
UNIVERSITY OF WEST HUNGARY DEPARTMENT OF WOOD ENGINEERING JÓZSEF CZIRÁKI DOCTORAL SCHOOL OF WOOD SCIENCES AND TECHNOLOGIES WOODWORKING TECHNOLOGIES PROGRAMME USING SYTEM APPROACH MODELS IN WOOD INDUSTRIAL
More informationJuvenile Justice Centres Continuous Improvement Quality Assurance Framework Policy
Doc ref: D14/11607 File: 14/03743 Juvenile Justice Centres Continuous Improvement Quality Assurance Framework Policy DOCUMENT CONTROL: D14/11607 QUALITY ASSURANCE Category: Policy Maintained by: Operations
More informationThe Body of Quality Knowledge
Introduction According to Dr. Juran every profession needs a body of knowledge as one of the foundations that defines the profession and provides the basis for regulation of the profession. The Body of
More informationQuality Management Subcontractor QM Guide-Section Two
SECTION TWO QUALITY MANAGEMENT SYSTEMS Version No 1. PREFACE This document has been developed to assist subcontractors to meet Monaco Hickeys (MHPL) Quality Management (QM) requirements whilst working
More informationTHE ASSESSMENT OF ERP SYSTEM IMPLEMENTATION IN THE OPERATIONAL MANAGEMENT - A CASE STUDY OF THE LOGISTIC TRADING FIRM IN THAILAND
THE ASSESSMENT OF ERP SYSTEM IMPLEMENTATION IN THE OPERATIONAL MANAGEMENT - A CASE STUDY OF THE LOGISTIC TRADING FIRM IN THAILAND by Panant Krairojananan, Songsak Vanichviroon, and Sakuna Anuvareepong
More informationThe way from ISO/TS 16949:2002 Model to EFQM Excellence Modelcomparisons
51 st EOQ Congress, Prague 2007 The way from ISO/TS 16949:2002 Model to EFQM Excellence Modelcomparisons & consequences. Jan HNÁTEK IATF Reg. Auditor, EEA Assessor Vicepresident Czech Society for Quality
More informationInternational Journal of Humanities Social Sciences and Education (IJHSSE)
Volume 2, Issue 4, April 2015, PP 2228 ISSN 23490373 (Print) & ISSN 23490381 (Online) www.arcjournals.org International Journal of Humanities Social Sciences and Education (IJHSSE) Education and Development
More informationTHE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURES, HUMAN RESOURCES MANAGEMENT (HRM) IN CONSTRUCTION BUSINESS
218 THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURES, HUMAN RESOURCES MANAGEMENT (HRM) IN CONSTRUCTION BUSINESS ABSTRACT HOOMAN ABADI*; ROUZBEH ABADI** *Faculty of Civil Engineering, Universiti Teknologi
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 informationTopic 12 Total Quality Management. From Control to Management. Deming s Fourteen Points for TQM
Topic 12 Total Quality Management From Control to Management 1 Inspection Error detection of finished goods Rectification Reading guide: Chapter 20 (Slack et al, 2004) and MGT326 Slides/Handout 1 2 Quality
More informationIMPACT OF PROFESSIONAL TRAINING ON EMPLOYEES PERFORMANCE: A CASE STUDY OF PAKISTANI BANKING SECTOR
IMPACT OF PROFESSIONAL TRAINING ON EMPLOYEES PERFORMANCE: A CASE STUDY OF PAKISTANI BANKING SECTOR Prof. Dr.Abdul Ghafoor Awan Dean, Faculty of Management and Social Sciences, Institute of Southern Punjab,
More informationCompetitive Advantage of Libyan Business Environment
Economics World, ISSN 23287144 May 2014, Vol. 2, No. 5, 325332 D DAVID PUBLISHING Competitive Advantage of Libyan Business Environment Salem Abdulla Azzaytuna University, Tripoli, Libya The economic development
More informationDeveloping deep, widespread and sustained improvements in online learning in a Faculty of Business: An analysis of the change process
Developing deep, widespread and sustained improvements in online learning in a Faculty of Business: An analysis of the change process Carole Hunter, Louise Hard Courses Unit, Faculty of Business Brian
More informationMEASURING THE IMPACT OF INVENTORY CONTROL PRACTICES: A CONCEPTUAL FRAMEWORK
MEASURING THE IMPACT OF INVENTORY CONTROL PRACTICES: A CONCEPTUAL FRAMEWORK Kamaruddin Radzuan 1, Abdul Aziz Othman 2, Herman Shah Anuar 3, Wan Nadzri Osman 4 1,2,3,4 School of Technology Management and
More informationMODELING OF RISK ASSESSMENT FOR INTEGRATED PROJECT MANAGEMENT SYSTEM IN CONSTRUCTION
MODELING OF RISK ASSESSMENT FOR INTEGRATED PROJECT MANAGEMENT SYSTEM IN CONSTRUCTION Amiruddin Ismail 1, Abbas M. Abd 1 and Zamri Bin Chik 1 1 Civil and Structural Engineering Department, Faculty of Engineering,
More informationQuality management/change management: two sides of the same coin?
Purdue University Purdue e-pubs Proceedings of the IATUL Conferences 2004 IATUL Proceedings Quality management/change management: two sides of the same coin? Felicity McGregor University of Wollongong
More informationThe Relationship Between Working Capital Management and Profitability of Companies Listed on the Johannesburg Stock Exchange
Journal of Modern Accounting and Auditing, ISSN 1548-6583 August 212, Vol. 8, No. 8, 124-1213 D DAVID PUBLISHING The Relationship Between Working Capital Management and Profitability of Companies Listed
More informationA STATISTICS COURSE FOR ELEMENTARY AND MIDDLE SCHOOL TEACHERS. Gary Kader and Mike Perry Appalachian State University USA
A STATISTICS COURSE FOR ELEMENTARY AND MIDDLE SCHOOL TEACHERS Gary Kader and Mike Perry Appalachian State University USA This paper will describe a content-pedagogy course designed to prepare elementary
More informationA SYSTEM DEVELOPMENT METHODOLOGY FOR ERP SYSTEM IN SMEs OF MALAYSIAN MANUFACTURING SECTORS
A SYSTEM DEVELOPMENT METHODOLOGY FOR ERP SYSTEM IN SMEs OF MALAYSIAN MANUFACTURING SECTORS 1 YOUSEF KHALEEL, 2 RIZA SULAIMAN 1 Student, Department of Industrial Computing, UKM, Selangor, Malaysia 2 Assoc.
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 informationSoftware Development Point of Sales ( POS ) and accounting reporting for SMEs Restaurant
Software Development Point of Sales ( POS ) and accounting reporting for SMEs Restaurant Lana Sulartolana@staff.gunadarma.ac.id Wardoyo wardoyo@staff.gunadarma.ac.id Tristyanti Yusnitasari tyusnita@staff.gunadarma.ac.id
More informationEFFECT OF TOTAL QUALITY MANAGEMENT ON THE PERFORMANCE OF BREWERY INDUSTRY IN NIGERIA: AN EMPIRICAL STUDY OF SELECTED BREWERIES IN LAGOS STATE, NIGERIA
ISSN: 0189-5958 Website: www.arabianjbmr.com/ngjsd_index.php EFFECT OF TOTAL QUALITY MANAGEMENT ON THE PERFORMANCE OF BREWERY INDUSTRY IN NIGERIA: AN EMPIRICAL STUDY OF SELECTED BREWERIES IN LAGOS STATE,
More informationVALIDITY EXAMINATION OF EFQM S RESULTS BY DEA MODELS
VALIDITY EXAMINATION OF EFQM S RESULTS BY DEA MODELS Madjid Zerafat Angiz LANGROUDI University Sains Malaysia (USM), Mathematical Group Penang, Malaysia E-mail: mzarafat@yahoo.com Gholamreza JANDAGHI,
More informationImplementation of Integrated Management Systems in a Manufacturing Organization with effectiveness for Sustainable and Continuous Improvement
Implementation of Integrated Management Systems in a Manufacturing Organization with effectiveness for Sustainable and Continuous Improvement Patange Vidyut Chandra Assistant Professor in Department of
More informationMANUFACTURING AUDIT TO IMPROVE QUALITY PERFORMANCE A CONCEPTUAL FRAMEWORK
MAN_21 MANUFACTURING AUDIT TO IMPROVE QUALITY PERFORMANCE A CONCEPTUAL FRAMEWORK Edly Ferdin Ramly 1, Sha ri Mohd Yusof 2 and Jafri Mohd Rohani 2 1 EFR Management Consultant, 398 Jalan Kempas 4, Bandar
More informationQuality management/change management: two sides of the same coin?
University of Wollongong Research Online Deputy Vice-Chancellor (Education) - Papers Deputy Vice-Chancellor (Education) 2004 Quality management/change management: two sides of the same coin? Felicity McGregor
More informationImplementing the European Foundation for Quality Management Excellence Model
Implementing the European Foundation for Quality Management Excellence Model Dr. Paul WATSON, United Kingdom Key words: Total Quality Management, Continuous Improvement. ABSTRACT The European Foundation
More information