Showing papers in "The Quality Management Journal in 2004"

The Relationship Between TQM Practices and Quality Performance and the Role of Formal TQM Programs: An Australian Empirical Study

Abstract: An empirical study examines the relationship between total quality management (TQM) practices and quality performance in Australian organizations. Results show that firms adopting formal TQM programs implement several TQM practices at a higher level tha..

Total Quality Management as a Cultural Phenomenon

Abstract: The origin and development of the quality management discipline as a practice-oriented approach to management has provided a challenge for academic research that aims at discovering the theoretical foundations of total quality management (TQM). The ISO 9000 family of quality standards and quality award criteria have led to the practical development and diffusion of the discipline, and currently they provide the most comprehensive definition for TQM. The Malcolm Baldrige National Quality Award has been selected as the practical definition of TQM for this study.TQM is studied as a cultural phenomenon. The multiple levels of the discipline are identified and analyzed based on Schein's framework for organizational culture. The focus is on the most comprehensive level, the analysis of basic assumptions underlying the more visible levels of quality management. They include an organization s mission and relationship to external environment, the nature of human nature and relationships, and the nature of reality ...

A Holistic Framework for TQM in the Software Industry: A Confirmatory Factor Analysis Approach

Abstract: The software industry has felt the impact of global competition, and software quality practitioners are seeing total quality management (TQM) as a competitive strategy to help gain a competitive advantage. Factors critical to TQM in the software industr..

ISO 9000 as a Tool for TQM: A Spanish Case Study

Abstract: A case study investigates quality managers' experiences with ISO 9000:1994 and total quality management (TQM) implementation. While results show that the standard can help some companies reorganize procedures and define responsibilities, managers' opini..

Critical success factors for controlling and managing hospital errors

Abstract: Reducing medical errors is the major issue facing hospitals today. It has been estimated that medical errors can be linked to more than one million injuries and about 98,000 deaths each year, resulting in a total national cost of $37.6 billion. Through ..

TQM and Organizational Culture: A Case Study

Abstract: [This abstract is based on the author's abstract.] A case study focuses on the application of total quality management (TQM) principles in a local church. The transformation effort over a period of seven years is examined from the vantage point of the ..

Total Quality Management in Firms: Evidence from Spain

Abstract: Although the adoption of total quality management is considered a potential value-generating source of competitive advantage, organizations attempting to implement such a model often experience difficulties. The importance of complementarities in the pr..

Significance of Quality Certification: The Case of the Software Industry in India

Abstract: An empirical study conducted in the software industry in India addresses total quality management (TQM), ISO 9000, the capability maturity model standards, and the consequent operational-performance indicators of organizations. Results of the study show..

Consumer Perceptions of Product Quality: Made In China

Abstract: Competitive pricing has made Chinese consumer goods increasingly popular in the United States, but little knowledge exists concerning the quality of these goods. Using a proposed set of consumer quality metrics, a study presents a comparison of consumer..

Simplified TRIZ: New Problem-Solving Applications for Engineers & Manufacturing Professionals

Abstract: risk is clearly found in planning according '\" the authot Contingency p13I111ing for i

Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project

Abstract: Fusion Management: Harness ing th e Power of Six Sigma, Lean. ISO 9001:2000. Malcolm Baldrige, TQ~I and Other Quall~' Breakthroughs of the Past Century, Stanley A. Marash. with Paul Berman and Michael Flynn. 2003. Fairfax, \\'a.: QSU Publishing Company. 179 pages. Stanley Marash applies the astrophysicist's approach to unite the fou r forces of nature into a grand unfed theoIy in his quest to bring themyriol 01 quality concepts that arebeingused todayintoa single theoretical construct Herefers to hisquest as \"fusion management,\" which unites Six Sigma, lean enterprise. ISO 9001:2000, the Baldrige Award, total quality management, andother quali ty breakthroughs 01 the past centuryinto a singlequality concept In his defin ition of fusion, simpler elements combine to form more complex elements,which take on features and qualities that the constituent ingredients did not Jl'\"S\"S. (p. 8) However, rather than four forceselectromagnetic, weak, strong. andgraviry-c-that physicists deal with. ~1a rash has identified more than 70! Putting this in perspective he says: \"In the 70·plus users since Shewhart's 1931 text,we can point 10 an average of about one ..... program per rear. \" (p. 18) His analysis of the strengths and weaknesses ofthemajorones is,-et)' insightful. He makes a good point that many of them were not pro-grams at all. but rather techniques,

Investigating the Association Between Productivity and Quality Performance in Two Manufacturing Settings

Abstract: The relationship between distinct quality and productivity indicators, as well as the organizational variables influencing them, are assessed and described. The study, conducted in two manufacturing settings, validates the findings of a similar study in..

Creating the Project Office: A Manager's Guide to Leading Organizational Change

Abstract: concept she calls "economic value management" Tbe kiea is to create an integrated awrooch to management that demonstrates a carefu l and responsible use ofanorganization's money. time, and talent (stewardship). as sell as jl~ means of measuring the relative worth of the results garnered from the effo rt expended (value and economic) , The opening chapters of the book systematically reveal the pitfalls of the existing managerial and financial measuringsystem. It clearly sIm-s that while existing measuring s'sers can Pl'O'oR useful infonnalion.~. must be used judidousl.~·. ~lanagement must assure that they do nOI become ends in themselves that can be manipulated 10 reflea a predetermined outcome or ignored because the infonnation is oot relevant to the perceived issues facing the organization. Part 1\\'0 , Application and Techniques, provides insight into adapting measurement methods to the specific issues facing;U1 organization. Three models are overlaid to achieve this objective. The fi rst coers the ronstituen~ d an organization. It addresses five groups that mUSI be s:ltisfled for any organization to flourish. The}" are community, external governance. providers of capital. consumers. and critics and observers that revolve around the central core of the organization referred to as scppliers, In thissense SUWlier.; are indhiduals v.rn pMide their time and talent to the organization asboard members, managers,

First Among Equals: How to Manage a Group of Professionals

Abstract: Capitalizing on Conflict: Stra tegies and Practices for Turning ConOict 10 S)nerg)\"in Organizations. Kirl< Blackard and James W. Gibson. 2002. Palo Alto, Calif.: Davies-Black Publishing. 276 pages. Kirk Blackard and James Gibson are two attorneys who have joined forces to share their colleclive experience dealing with disagreement in their book Capitalizing on Conflict. They describe conflict as a dynamic process reflecting the interaction of two or more interdependent parties who have some level ofdifference or incompatibility between them. (p. 4) Being neither good norbad in and of itself, confl ict can be managed to assure that it contributes, not detracts, from the goals oftheorganization. The challenge to managing counterproductive conflict is said to rest with having an integrated and consistent approach that is used to minimize, deal, resolve, and learn from confl ict. Asystems approach is presented that places \"people\" in the outer ringof three concentric circles that are said to be the proximate cause ofconfl ict. \"Structure\" is located inthe center ring and is referred to as a contributingcause that includes the policies and procedures that the people in the organization follow, And the \"culture\" ofthe organization. identified as the innermost ring, represents the root cause of the conflict This model presents a

Architect of Quality: The Autobiography of Dr. Joseph M. Juran

Abstract: (2004). Architect of Quality: The Autobiography of Dr. Joseph M. Juran. Quality Management Journal: Vol. 11, No. 2, pp. 53-53.

Can You Pay for Quality Work? A Government Case Study

Abstract: Recent developments in team performance pay are investigated using a complexity framework. The study challenges W. Edwards Deming's traditional view that encourages competition instead of cooperation. An Australian qualitative study is featured that dem..

Fusion Management: Harnessing the Power of Six Sigma, Lean, ISO 9001:2000, Malcolm Baldrige, TQM and other Quality Breakthroughs of the Past Century

Abstract: (2004). Fusion Management: Harnessing the Power of Six Sigma, Lean, ISO 9001:2000, Malcolm Baldrige, TQM and other Quality Breakthroughs of the Past Century. Quality Management Journal: Vol. 11, No. 2, pp. 54-54.

The Leadership Pill: The Missing Ingredient in Motivating People Today

Abstract: The Innovation Equation: Building Creativity and RiskTaking in Your Urganization. Jacqueline Byrd and Paul Lockwood Bro\\\\11. 2003. San Francisco: jossey· Bass/lfeiffet 195 pages. Byrd and Brown have made a unique oontribution to thePracticing Organization Development series in providing accnprebersice approach 10 innovation. Their premise is based on the relationship between creathit)'and risk taking. which are oombined in the following Cannula: innovation «creauvtty x risk taking. Aquantitative measure or these elements of innovation are measured using a self-assessment instrument called the Innovation X Questionnaire, which consists of 10 qiestions.Ibe results are then plotted on a Simple \"Creatrix\" grid divided into eight zones that indicate an individual's creative alnhties. TIle assessment process takes less ihan fi ve minutes, but opens unlimited possibilities by identifying an indi\\idual's approach to inllO\\~lion, The thrust ofthe book is h

Empirical study of QS-9000 using principal components analysis and robust regression

Abstract: [This abstract is based on the author's abstract.] The impact of organizational variables on operational and business performance measurements of automotive suppliers completing QS-9000 is studied. A literature review covers quality management systems, ..

The Lean Design Guidebook: Everything Your Product Development Team Needs to Slash Manufacturing Cost

Abstract: the incesrrent ofchoice in the slor): The key tobecoming an effective leader issaid to rest in the concepts of integrity. partnership, affi rmation, and perfecting the blend. This list of intangibles is notdeveloped by anypill that modiltes behavior Integri ty is nurtured by astrongethicalfoundation. It manifests itself in trust, which is said tohappen when values and behaviors match up. The book is replete with truisms such 35, \"Praise is the easiest way to let P\"1'~ !

The Lesson of Guild History: Variance Reduction Must Be Balanced with Innovation

Abstract: [This abstract is based on the author's abstract.] A response to J.M. Juran's challenge to learn from the history of quality management looks at the history of the guilds. The study concludes that the variance minimization that was the foundation of qu..

The Innovation Equation: Building Creativity and Risk-Taking in Your Organization

Abstract: The Innovation Equation: Building Creativity and RiskTaking in Your Urganization. Jacqueline Byrd and Paul Lockwood Bro\\\\11. 2003. San Francisco: jossey· Bass/lfeiffet 195 pages. Byrd and Brown have made a unique oontribution to thePracticing Organization Development series in providing accnprebersice approach 10 innovation. Their premise is based on the relationship between creathit)'and risk taking. which are oombined in the following Cannula: innovation «creauvtty x risk taking. Aquantitative measure or these elements of innovation are measured using a self-assessment instrument called the Innovation X Questionnaire, which consists of 10 qiestions.Ibe results are then plotted on a Simple \"Creatrix\" grid divided into eight zones that indicate an individual's creative alnhties. TIle assessment process takes less ihan fi ve minutes, but opens unlimited possibilities by identifying an indi\\idual's approach to inllO\\~lion, The thrust ofthe book is h

Practice what you Preach: What Managers Must do to Create a High Achievement Culture

Abstract: boundaries for the role of a group leader and is''ell' insightful. In four chapters, it frames the role, rights and responsibilities, basic skills, and challenge of being inspiring as a group leader. The authors debunk the \"\"\"\"PI 01 group leaders relytng hmilyona 'vision\" 10 carry them through their leadership position because or its self-serving connoutions . They also show how an effective group leader can be _~ profi,,\",le for the finn by coaching group members 10 be more producnce. The second part covers various techniques ofcoaching anindividual to contribute more effectively 10 the goals of the organization. It is based on the premise that coaching is an activity, not a tille or position. Akey element of this activity is said to be \"active listening\" focused on the abil ity to pick up, define, and respond accurately to a person's individual needs. The Styles Grid (analytical-driver-amiable-expressive) is recommended as a starting point for identifying the best wayto communicate with acolleague. The third part deals with roaching a team. Frankly, this section ram 10 the standard team-building skills recast as groupleading skills. Group rules, meeting management, recognition, and conflict resolution are examples of the topics covered This part of the presentation, while Informative, is rudimentary The bookooncIudes with a diallenge that group leaders influence their groups by ensuring that qu~ity indi,i

Capitalizing on Conflict: Strategies and Practices for Turning Conflict to Synergy in Organizations

Abstract: Capitalizing on Conflict: Stra tegies and Practices for Turning ConOict 10 S)nerg)"in Organizations. Kirl< Blackard and James W. Gibson. 2002. Palo Alto, Calif.: Davies-Black Publishing. 276 pages. Kirk Blackard and James Gibson are two attorneys who have joined forces to share their colleclive experience dealing with disagreement in their book Capitalizing on Conflict. They describe conflict as a dynamic process reflecting the interaction of two or more interdependent parties who have some level ofdifference or incompatibility between them. (p. 4) Being neither good norbad in and of itself, confl ict can be managed to assure that it contributes, not detracts, from the goals oftheorganization. The challenge to managing counterproductive conflict is said to rest with having an integrated and consistent approach that is used to minimize, deal, resolve, and learn from confl ict. Asystems approach is presented that places "people" in the outer ringof three concentric circles that are said to be the proximate cause ofconfl ict. "Structure" is located inthe center ring and is referred to as a contributingcause that includes the policies and procedures that the people in the organization follow, And the "culture" ofthe organization. identified as the innermost ring, represents the root cause of the conflict This model presents a

Quality Improvement Under Budgetary and Life-Cycle Constraints

Abstract: The cost of quality improvement is a major consideration for companies that have budgetary constraints, produce limited amounts of product, or have a product that is late in the product life cycle. A cost/savings model based on the Taguchi loss function..

How is Quality of Assembly Assured

Abstract: This article is a survey of the literature on how quality is assured in manual assembly in discrete-part manufacturing The literature is organized into systems that help assure assembly quality, and methods and practices that are used within these systems. A major finding in the literature review was that four management systems (production, quality, maintenance, and human resources) are important for assembly quality assurance, not just the quality system. The authors also provide a review of eight methods that were identified as supporting assembly quality, such as design for assembly, statistical and worst-case tolerance analysis, and various inspections and audits.

Economic Value Management: Applications and Techniques

Abstract: Winn in~ Beha vio r : What the Smartest. ~Iost Successful Compa nies Do Differentl y. Tell)' R. B3ron and David G. Pugh. 2003. Sew York: A~IACO~t. 352 pages. The paradigm shift that Terry Bacon and David Pugh investigate in this book deals with behavioral differentiation (81J). They contend that BD acts like a magnet that can attract or~I customers. BD is said to be a consistency of behavior throughout the organization tosuppori a clearly stated vision that personifies the organization's goals. They found that while it is often linked 10 customer service, the concept goes well beyond simply satisfying an individual's specific needs. The Ritz-Carlton Gold Standards, Southwest Airlines cfficiency, and The xten's Wearhouse all have commitments to five stakeholder groups: employees. customers, suppliers, communities. and shareholders. Examples and counter-examples ofthe effect of BD are given in the book. Over and over the authors provide material thai supports their concept that consistently doing the right thing brtngs results. Of course. finding the right thing to do requires a creative leadership that knows their market and the niche the:o. are seeking to fill . In the case of The ~Ien 's wearhouse. George Zimmer had a vision ofintegrating hisservant leadership values into the corporate culture. The result is that when a man walks into The ~Ieffs wearhouse he finds an organization ready 10 help him outfit himself in the best combination of clothing and accessories to meethis immediate needs. BD can be seen asthe reason for success in the life cycle ofall organizations. It iswhat nurtured them through the fledgling days oftheir infancy in the market. But a new product. an improved service. or a lower cost does not sustain any organization indefinitely. Abetter product. comparable service, and even lower costs are always possible in time. The authors haredistilleda series of lessons that they have derivedfrom their BDorganizational studies, which are illustrated in the form of tables in each chapter andsummarized in the book's fi nal chapter. The authors quoteGhandi. \"We must become the change we want to see,\" 10 make their pointof continued renewal. They also stress that a strong commitment to employee training is essential to integrating the renewal into the organization's culture. And among other things. each employee must be empowered todo the right thing when the opportunity presents itseff. At times the authors tell readers more than the). need to~ about the characters in their success stories. The Ritz-Carlton, Southwest Airli~. and The ~len's U'earhouse stories hare been tokl 0\\\"Cl' and O\\\"C[ The authors' investigation does not reveal anything nea.. other than a new acronym that can be used to define their continued success. The value ofthe book is not the success stories but the insight that the concept of BIJ offers. This insight is a powerful corcept ihar explains 'A'hy' many organizations excel in a sea of competition. Their work gives credence to the importance of a consistent organ izational culture focused on an inspired vision. It Illustrates that commitment to the vision, not the rules of the trade, fosters success. Winning Bebaricr tells the stories of what the smartest, most successful companies do differently. It\" development of the concept of HI) as the root causefor this offers another dimension oforganizational culture thaI. is ',\\urthyofincesngation

Winning Behavior: What the Smartest, Most Successful Companies do Differently

Abstract: (2004). Winning Behavior: What the Smartest, Most Successful Companies do Differently. Quality Management Journal: Vol. 11, No. 1, pp. 75-75.

Residual Control Charts for Improving Changeover Productivity

Abstract: The concepts of statistical control, long used in monitoring process quality, are equally suited to almost any business process. A new statistical control chart, the residual control chart, is proposed to improve machine changeover productivity in a tex..