Showing papers in "The Tqm Magazine in 1997"
TL;DR: In this article, the authors present a comprehensive review of the literature by discussing critical factors of TQM in key areas often stressed in implementation case studies, and supported by quality gurus and writers.
Abstract: Part III of a three‐part series which represents a comprehensive review of the literature by discussing critical factors of TQM in key areas often stressed in implementation case studies, and supported by quality gurus and writers. Such factors are considered as being conducive to the success of TQM implementation. Covers issues related to the implementation aspects such as the role of culture, reasons for TQ programme failures, gestation period, etc. Presents a co‐ordinated approach to the literature which aims to link in all key elements.
172 citations
TL;DR: In this article, the authors present a research project which investigates the factors influencing the process of ISO 9000 certification for these manufacturers and identifies the critical issues inhibiting its implementation, and uses the findings of the research project to formulate a strategy, which has proved successful in a number of cases, to assist small to medium-sized manufacturing companies in obtaining ISO 9001 certification.
Abstract: States that small‐ to medium‐sized manufacturers are finding the ISO 9000 standards difficult to implement. Discusses a research project which investigates the factors influencing the process of ISO 9000 certification for these manufacturers and identifies the critical issues inhibiting its implementation. Uses the findings of the research project to formulate a strategy, which has been proved successful in a number of cases, to assist small‐ to medium‐sized manufacturing companies in obtaining ISO 9000 certification.
111 citations
TL;DR: In this paper, the authors describe six levels of TQM adoption (or lack of it) which are termed uncommitted, drifters, tool pushers, improvers, award winners and world class.
Abstract: Describes six levels of TQM adoption (or lack of it) which are termed uncommitted, drifters, tool pushers, improvers, award winners and world‐class. The levels are not necessarily the stages which organizations pass on their TQM journey, rather they are characteristics and behaviour which organizations display in relation to TQM at one point in time. Finds that the levels can be used as a positioning model to aid organizations in identifying their weaknesses and help them in taking the next steps forward in the continual challenge of continuous improvement. The characteristics underpinning the six levels are also helpful in highlighting different perceptions of progress at different levels of the organization, with respect to continuous improvement. Argues that the characteristics of the more advanced adoptions should provide the requisite inspiration to those less advanced to highlight the type of issues to which attention needs to be given.
109 citations
TL;DR: It is pointed out that those tools and techniques which were introduced in relation to a defined need were better understood and utilized than those which were applied company‐wide and without a specific use in mind at the time of the training.
Abstract: Outlines the main findings of a longitudinal study into the use and application of quality management tools and techniques in a speciality chemicals manufacturer. Finds that the use of a particular tool or technique is related to the stage of development of the organization’s improvement process and, in the early phase of the improvement process, tools and techniques were used in a haphazard manner, which improved with operating experience. Points out that those tools and techniques which were introduced in relation to a defined need were better understood and utilized than those which were applied company‐wide and without a specific use in mind at the time of the training. Highlights the fact that soundly based training delivered by credible trainers is vital to early success in the use of tools and techniques.
106 citations
TL;DR: The viable systems model (VSM) provides a framework for assessing the integrity of the performance measurement system, while the reference model developed for integrated performance measurement systems provide a framework against which performance measurement Systems can be designed and audited.
Abstract: The performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the performance of the business. The performance measurement system is the information system which is at the heart of the performance management process and it is of critical importance to the effective and efficient functioning of the performance management system. Research identifies two critical elements with respect to the content and structure of the performance measurement system: integrity and deployment. The viable systems model (VSM) provides a framework for assessing the integrity of the performance measurement system, while the reference model developed for integrated performance measurement systems provides a framework against which performance measurement systems can be designed and audited.
105 citations
TL;DR: In this paper, a number of issues have been identified which impact negatively on the sustaining of TQM in manufacturing organizations, including continuous improvement, organizational behaviour, human resources management, industrial relations and the labour process.
Abstract: From both fieldwork and the academic literature a number of issues have been identified which impact negatively on the sustaining of TQM in manufacturing organizations. The issues reflect a variety of business operations perspectives including continuous improvement, organizational behaviour, human resources management, industrial relations and the labour process. They have been grouped into a five‐part categorization of internal/external environment, management style, policies, organization structure, and the process of change and configured into a TQM sustaining audit tool. Describes, in brief, these categories and issues and presents some of the findings from their examination, using the audit tool, at six manufacturing sites.
87 citations
TL;DR: In this paper, the authors highlight the importance of TQM for SMEs to improve their current business practices as well as quality of products and services, to ensure long-term survival.
Abstract: Highlights the importance of TQM for SMEs to improve their current business practices as well as quality of products and services, to ensure long‐term survival. However, there are several barriers to effective implementation of TQM in such organizations, namely, the apparent lack of business experience and knowledge, and limitation of financial as well as human resources. Singaporean SMEs account for a large share of its economy; however, little has been written on how TQM has been applied in these companies in Singapore and the region. Reports the results of a number of case studies conducted among a sample of seven local SMEs in Singapore.
81 citations
TL;DR: In this paper, the authors propose a flexible framework to facilitate the efforts for general and project management development and learning with an appreciation of the paradox and ambiguity in business environments, and open up some scope for a discussion about the fit between project management and TQM.
Abstract: Offers an insight into the renaissance of project management discipline in the context of strategic management and organizational design, and the need for increased awareness of and organizational learning in the subject. Proposes a flexible framework to facilitate the efforts for general and project management development and learning with an appreciation of the paradox and ambiguity in business environments. Opens up some scope for a discussion about the fit between project management and TQM.
78 citations
TL;DR: In this article, the authors present TQM as a philosophy which emphasizes continuous improvement as a process that places a premium on the achievement of customer satisfaction, which requires participation of everyone in the company in the development of shared mission, vision, plans and in the quest for continuous improvement.
Abstract: TQM is a philosophy which emphasizes continuous improvement as a process that places a premium on achievement of customer satisfaction. This requires participation of everyone in the company in the development of shared mission, vision, plans and in the quest for continuous improvement. Employees must, therefore, become management’s partners in meeting the ultimate goal of delighting the customers. Such partnerships will require concerted efforts towards the acquisition of knowledge and skills in meeting day‐to‐day problems and making fast but low‐risk decisions. The odds for TQM success are not very encouraging at this point in time, since surveys show that the proportion of successes in TQM implementation is only within the range of 20 to 35 per cent of those who have initiated the practice. It appears that the typical approach to TQM implementation in the company may need to be further reviewed and the basis for improvement properly identified and/or designed to truly fit the company’s requirements. Correct problem identification and rectification leading to continuous improvement can only be achieved through effective people empowerment.
66 citations
TL;DR: In this paper, the use of basic TQM principles in a sample of diverse ISO 9000 registered SMEs is examined and an implementation strategy is proposed that is designed to ensure that ISO 9000 implementation facilitates progress towards TQMs.
Abstract: Refers to the SME sector, which represents a crucial area of the UK economy, yet there is little research into the use of TQM in this sector. ISO 9000 has been described by many as one of the means by which an organization may embrace TQM. Although there has been some research into the SME experience of ISO 9000, none has considered the standard’s effectiveness as an SME route to TQM. Examines the use of basic TQM principles in a sample of diverse ISO 9000‐ registered SMEs. In addition, an implementation strategy is proposed that is designed to ensure that ISO 9000 implementation facilitates progress towards TQM.
55 citations
TL;DR: The authors discusses the way in which the business excellence model is being presented to small companies and compares success of the model as a basis for self-assessment in large organizations against lack of interest from the small business sector.
Abstract: Discusses the way in which the business excellence model is being presented to small companies. Compares success of the model as a basis for self‐assessment in large organizations against lack of interest from the small business sector. Suggests reasons such as poor marketing, inappropriate self‐assessment tools and the fact that small businesses do not always accept the model’s underlying principles. Makes reference to research being carried out defining the needs of small businesses, and some of the questions which are as yet unanswered. Concludes that the bodies concerned with promoting business excellence have not yet put much effort into the small business sector, but that some progress is being made.
TL;DR: The authors compared three different groups of employees within Ford Australia to determine the extent to which TQM principles and quality tools are applied by means of a survey instrument and a two-tailed t-test for independent samples.
Abstract: Compares three different groups of employees, within Ford Australia, to determine the extent to which TQM principles and quality tools are applied. By means of a survey instrument and a two‐tailed t‐test for independent samples, concludes that, while ISO 9000 is not a prescription for TQM, implementation increased the application of TQM principles and quality tools. A significantly greater increase was achieved by implementing Ford’s Q1 Award process resulting in the recommendation to implement Q1 in all Ford’s non‐manufacturing divisions.
TL;DR: In this article, a new process for employee reward and recognition based on an unbiased assessment by managers, colleagues and internal customers has been developed, including a description of the categories used in the process, overviews of the process in place for acceptance and review of nominations and descriptions of the recognition for awards.
Abstract: Reward and recognition systems for individual employees remain one of the controversial areas of quality management. Previous discussions on this aspect of quality management, although recognizing their importance, often attribute failure of the system to the method of implementation. This company has made several attempts to develop a process of employee reward and recognition with little success and the various systems lost their prestige among employees. Through the company’s quality committee a new process for employee reward and recognition based on an unbiased assessment by managers, fellow employees and internal customers has been developed. Describes the reward and recognition process developed by the company, including a description of the categories used in the process, overviews of the process in place for acceptance and review of nominations and descriptions of the recognition for awards.
TL;DR: In this article, the authors present an empirically-based conceptual framework with which to characterize effective teamwork in the hospitality industry and propose a descriptive systems model of the key characteristics of effective teamwork featuring inputs, throughputs and outputs.
Abstract: Argues that, despite increasing interest in teamwork, much of the literature on the subject is inconclusive and often derived from anecdote rather than primary research. Seeks to develop an empirically‐based conceptual framework with which to characterize effective teamwork in the hospitality industry. Reviews the literature and empirical research on the subject; then proposes a descriptive systems model of the key characteristics of effective teamwork featuring inputs, throughputs and outputs. Suggests that throughputs may be the greatest determinant of team effectiveness and that this may have implications for the way in which management approaches the development of self‐directed teams in the future.
TL;DR: In this article, a cost-based approach to select the quality improvement projects that are appropriate to the organization is presented, which is a key part of the strategy for overall business success: to do the right things right.
Abstract: One of the most important tools necessary for the successful implementation of a quality programme such as ISO 9000 or TQM is quality cost. A process based on cost analysis is a straightforward method to obtain and maintain management approval of a quality improvement initiative. This business‐like approach to quality assures management that quality improvement is a fiscally responsible way to serve the organization, as opposed to just complying with a set of external rules and regulations. A major benefit of employing a quality cost approach to quality improvement is that it provides a method to monitor the pertinence of projects to the overall goals of the organization. A cost‐based approach to select the quality improvement projects that are appropriate to the organization is a key part of the strategy for overall business success: to do the right things right.
TL;DR: It is stated that change management is a continuous process for organizations wishing to keep pace with their ever‐changing marketplace.
Abstract: States that change management is a continuous process for organizations wishing to keep pace with their ever‐changing marketplace. The pace of change is faster today than ever before, with the prospect of staying that way for the next few years. Describes how change management is non‐linear with no clearly defined beginning or end. Explains how it is a process which consists of a series of closer and closer approximations of increasingly ambitious goals which are embraced by more and more members of the organization.
TL;DR: In this paper, a case study of a small/medium subcontract jobbing shop situated in the industrial heart of North West England, explains how, despite considerable setbacks and hardship, the company managed to develop, integrate and sustain a number of key enablers into their corporate culture.
Abstract: In today’s competitive environment, global competition has forced many companies to seek ways in which to improve their manufacturing performance Describes a case study of a small/medium subcontract jobbing shop situated in the industrial heart of North West England, and explains how, despite considerable setbacks and hardship, the company managed to develop, integrate and sustain a number of key enablers into their corporate culture Describes the organizational culture within which an approach to leadership, continuous improvement, innovation and employee development has allowed the entire workforce to continue their quest for total quality Concludes by describing how these key enablers have considerably improved the organization’s performance and contributed towards its success and growth, resulting in a positive proactive culture based on best practices
TL;DR: In this article, the authors examine the products and customers of the university, examines some quality assurance issues, and shows what the authors mean by zero-defect students, and concludes that the quality of university education has recently become a subject of major concern.
Abstract: States that quality of university education has recently become a subject of major concern. The job market is getting tighter, and even a degree from a reputable university does not guarantee employment in the area of the student’s expertise any more. Students, their families, employers and the government want assurance that the students will get “good quality” education. The question is: what does “good quality education” mean? Attempts to answer some of the lingering questions about quality in the university environment. Looks at the products and customers of the university, examines some quality assurance issues, and shows what the authors mean by “zero‐defect” students.
TL;DR: It is argued that winners of the Malcolm Baldrige National Quality Award, the Deming Prize, and the European Quality Award are held up as models of how organizations should be managed.
Abstract: Argues that winners of the Malcolm Baldrige National Quality Award, the Deming Prize, and the European Quality Award are held up as models of how organizations should be managed. Unfortunately, what may be good for them can be disastrous for your organization. Bases this report on one of the world’s largest international management practice’s database and provides statistically sound conclusions that can change the way you think about best practices, benchmarking, and the way you are managing your organization’s improvement efforts.
TL;DR: Among the three important managerial indicators, quality, cost and productivity, the human history of quality is far more long-standing and quality is the only item of common concern to both manufacturer and customer: quality is a more "human" concept than either cost or productivity.
Abstract: Among the three important managerial indicators, quality, cost and productivity, the human history of quality is far more long‐standing and quality is the only item of common concern to both manufacturer and customer: quality is a more “human” concept than either cost or productivity. Senior managers’ appeals to improve quality are more easily accepted and difficult to refuse than calls to cut cost or improve productivity. Quality is a powerful source of employees’ empowerment. A company’s basic business philosophy is of fundamental importance to make itself attractive to its employees and customers, as well as its shareholders, and to continue to develop healthily instead of merely pursuing profit. Because of the nature of this quality, it is extremely important to talk to everyone in the company about their basic philosophy regarding quality and the quality management activities to ensure that quality. Strong sense of responsibility of employees is indispensable to achieve the work aims, and the following two conditions must be fulfilled: the aims of the work must be clearly stated; and the people must be given as great a degree of freedom as possible in the means and methods by which they can achieve the aims. Also outlines the steps leading to creativity.
TL;DR: An example showing how DOE could be used in a marketing application such as designing an effective direct response television advertisement is given.
Abstract: An understanding of processes is essential before statistical tools such as statistical process control (SPC) and design of experiments (DOE) can be properly applied. Both SPC and DOE have greater potential application outside their traditional routes. There is evidence that this is beginning to happen. Gives an example showing how DOE could be used in a marketing application such as designing an effective direct response television advertisement.
TL;DR: It is concluded that the benefits of simulation could make a significant contribution to the continuous improvement of the quality management systems themselves.
Abstract: Simulation is a widely used tool in the design of factory systems of almost all kinds and yet seems to be used rarely in the design and analysis of quality management systems. Explores the reported applications of simulation in this and other fields relating to quality and concludes that the benefits of simulation could make a significant contribution to the continuous improvement of the quality management systems themselves.
TL;DR: In this paper, the authors illustrate the application of TQM to the process of modern project management, and provide guidance on application of five fundamental quality principles in project management and emphasize that a focus on customer requirements is essential.
Abstract: Draws on the experiences of the author working in various project management positions to illustrate the application of TQM to the process of modern project management Provides guidance on the application of five fundamental quality principles in project management Emphasizes that a focus on customer requirements is essentialCharts the journey organizations and project managers may take in implementing quality project management
TL;DR: In this article, the authors investigate the degree to which customer and employee-based measures of performance are used within The Times top 500 companies, as revealed by a postal survey carried out in 1995 and from initial findings from six in-depth case studies.
Abstract: Discusses the degree to which customer‐ and employee‐based measures of performance are used within The Times top 500 companies, as revealed by a postal survey carried out in 1995 and from initial findings from six in‐depth case studies. The inquiry was initiated as a result of the continuing wave of changes resulting from the performance measurement revolution and ongoing developments in the field of total quality management. Investigates the generation and use of the measures and assesses the commonality between management theory and reported practice. Concludes that, although best practice (in academic terms) is apparent in some companies, the use of these measures in the determination of business strategy has not yet become standard practice.
TL;DR: The Australian Quality Award (AQA) as discussed by the authors was introduced in 1988 and has been developed from 1988 to the present day, focusing on the contribution of valuable ideas to the development of TQM.
Abstract: Notes the importance of countries beyond Europe in terms of the contribution of valuable ideas to the development of TQM. Looks at the introduction of the Australian Quality Award and its development from 1988 to the present day. Examines in detail the criteria and purpose of the award.
TL;DR: The Software Engineering Applications Laboratory (SEAL) as discussed by the authors was a university-based research enterprise with project activity in the areas of software quality management and the development of specialized engineering applications.
Abstract: The Software Engineering Applications Laboratory (SEAL) is a university‐based research enterprise with project activity in the areas of software quality management and the development of specialized engineering applications. The SEAL was awarded a third party ISO 9001 certification for software development in July 1995. Reviews the motivation for developing an ISO 9001 compliant quality management system (QMS). Examines some of the special challenges which had to be faced while developing the QMS. Considers benefits which have accrued from this experience.
TL;DR: In this paper, a practical framework and tool-kit approach can be used to build the critical internal capacity for change, and a case study of the framework as conducted in a customer-focused human resources quality alignment project at the US Environmental Protection Agency (EPA).
Abstract: The vital factor in any of the “re‐” strategies (reinvention, re‐engineering, realignment, re…) is people’s personal capacity for accommodating change. The most successful organizational transformations include a focus on the readiness of the people as the real source of change. Proposes that a practical framework and tool kit approach can be used to build the critical internal capacity for change. Presents a case study of the framework as conducted in a customer‐focused human resources quality alignment project at the US Environmental Protection Agency (EPA).
TL;DR: The Singapore Airport Terminal Services (SATS) Inflight Catering has maintained a 47-year zero-food poisoning record as discussed by the authors and has also been the first flight kitchen to be awarded the ISO 9002 Certificate for production of inflight meals.
Abstract: The Singapore Airport Terminal Services (SATS) Inflight Catering has maintained a 47‐year zero‐food‐poisoning record. SATS Catering has also been the first flight kitchen to be awarded the ISO 9002 Certificate for production of inflight meals. It has contributed significantly to Singapore Airline’s success in providing excellent inflight service. A strong sense of mission coupled with management experience and culinary professionalism have resulted in the establishment of many joint‐venture kitchens all over the world through equity participation. Unveils the critical success factors of SATS Catering as management benchmarks for other companies.
TL;DR: In this paper, the authors compare two US companies, one which partially empowered its employees and one which fully empowered them, and conclude that although positive results are possible with partial empowerment they take longer to materialize and are often different from the company's original objectives.
Abstract: Compares the organization improvement effort in two US companies, one which partially empowered its employees and one which fully empowered them, and concludes that although positive results are possible with partial empowerment they take longer to materialize and are often different from the company’s original objectives. The full empowerment model is superior in terms of achieving overall organization objectives, and is easier and cheaper to implement. Believes that we have dug ourselves into a partial empowerment rut, thereby frustrating our improvement efforts and consequently deriving only partial benefits.
TL;DR: In this paper, the European Foundation for Quality Management (EFQM) model for business excellence is examined in a case study setting in the context of its introduction on an incremental, unit-by-unit (or peripheral change) basis in a large mature service organization with an established strategic process.
Abstract: The co‐ordinating nature of the European Foundation for Quality Management (EFQM) model for business excellence means that it can provide a clear framework for those organizations seeking business excellence and also for those introducing change programmes or that have a number of improvement initiatives under way. The model has the ability to link new and existing programmes, aid and co‐ordinate their roles, and focus their impact. The role of the EFQM model is examined in a case study setting in the context of its introduction on an incremental, unit‐by‐unit (or peripheral change) basis in a large mature service organization with an established strategic process.