Showing papers on "Quality circle published in 1993"

Employee Involvement: Methods for Improving Performance and Work Attitudes

Abstract: The Need for Employee Involvement Empirical Research and Models of Employee Involvement Quality of Work Life Programs Quality Circles Scanlon Plans and Other Gainsharing Plans Representative Participation Job Enrichment Self-Directed Work Teams Employee Ownership Overall Findings and Future Directions for Research Final Conclusions

The Essence of Total Quality Management

Abstract: Preface 1. Focus on the customer 2. Core concepts of total quality management 3. Learning from the quality gurus 4. Cutting the cost of quality 5. Case studies of total quality management 6. Tools and texchniques of total quality management 7. Evaluating TQM 8. Avoiding the hype Appendix

How Common Is Workplace Transformation and How Can We Explain Who Adopts It? Results from a National Survey.

Abstract: A survey provided a description of Internal Labor Market (ILM) practices across a sample of 694 U.S. establishments. An establishment was defined as a business address and was distinct from a company. Interviews were conducted by telephone. Findings indicated that about 35 percent of private sector establishments with 50 or more employees had achieved substantial use of flexible work organization. The adoption of these forms of work organization was correlated with three factors: being in an internationally competitive product market, having a technology that required high levels of skill, and following what could be termed a "high road" strategy that emphasized variety and quality in contrast to low cost. Employer values were also important in determining whether aa establishment undertook work reorganization. Evidence was also found that certain human resource practices such as high levels of training and innovative pay systems were associated with adoption of flexible work organization. (Contains 38 references as well as definitions, and 6 data tables.) (YLB) * Reproductions supplied by EDRS are the best that can be made * * from the original document. * *********************************************************************** ROW COMMON IS WORKPLACE TRANSFORMATION AND ROW CAN WE EXPLAIN WHO ADOPTS IT? Results From A National Survey January, 1993 Paul Osterman Sloan School M.I.T. ...A., This research was supported by a grant from the Spencer \---) Foundation. and Frank Levy for comments on an earlier draft of this paper. I am grateful to Peter Cappelli, Thomas Kochan,

TQM in Action:A Practical Approach to Continuous Performance Improvement

Abstract: Part 1 Introduction: can manufacturing industry survive? the traditional approach to quality management the need for a new approach. Part 2 Total quality management: TQM defined origins and growth of the concepts of TQM TQM and traditional management thinking TQM as an organization development process ingredients of success benefits from successful total quality management installations. Part 3 Approaches to the implementation of TQM: the need for revolutionary change the managerial decree approach the managerial sales campaign approach the spread of knowledge or education only approach the quality circles or problem solving only approach standard implementation methodology or "packaged" approaches to implementation of total quality management the tailor made or planned change approach. Part 4 A tailored approach to implementation: an introduction to the seven P process the seven Ps in outline the need for change summary of the three leg stool model choosing the right climate dealing with culture elements of successful TQM implementation processes checklist/ideas menu for chapter 4 identifying the need diagnostic review. Part 5 Getting started: positive commitment planning checklist/ideas menu for chapter 5. Part 6 Getting organized: the CID continuum creating the environment for participation organizational sub-systems team structures in TQM checklist/ideas menu for chapter 6. Part 7 Managing the continuous improvement process: process control problem indentification cost of quality - an overview benchmarking problem reporting systems problem elimination the diagnostic journey the remedial journey permanence supplier quality assurance checklist/ideas menu for chapter 7. Appendices: Useful addresses glossary of terms.

Quality Strategy and TQM Policies: Empirical Evidence

Abstract: Quality Strategy Models The traditional quality model stipulates an economically optimized level of quality This model proposes that the total cost of production increases as prevention and appraisal costs to reduce defects rise Conversely, as inspection and appraisal costs drop the number of defects increases causing quality to decrease (Evans and Lindsay 1989, p 32) Figure 1 represents this traditional view that quality is costly The TQM model stipulates that high quality, in fact ever increasing levels of quality, can be obtained while reducing inspection and appraisal costs (Crosby 1978, Deming 1986) W Edwards Deming proposes that highly developed quality control practices lead to zero or near-zero inspection, appraisal, rework or scrap costs associated with the EQL-AQL model of quality (1986) The TQM model proposes that high quality products and services lead to increased profitability, market share, employee and customer satisfaction and competitiveness (Crosby 1978, Deming 1986, Juran 1988) High quality has been linked with survival of corporations faced with strong global competitors (Garvin 1988) Numerous anecdotes suggest a correlation between high quality and competitive success in both for profit and not-for-profit firms The TQM model is a systematic approach to improving quality based on: team-based work groups, personal responsibility for group success, control of the work process owned by the individual, quality desired over quantity, motivation, and facilitated communication between groups and functional areas The model is egalitarian in nature with suggestions for improvement sought from every level of the organization and motivation supplied through recognition/award programs and profit sharing Perhaps the key facet of the TQM model is training employees in a scientific approach to fact-based problem solving using specific tools like: statistical process control charts, cause and effect analysis diagrams, process flow charts, Pareto charts, orthogonal arrays in design, team-building and group dynamics skills, etc Firms using these tools and concepts to develop employee skills and eliminate root causes of defects are categorized as TQM, while firms using mass inspection to detect and halt shipment of defective products are AQL firms Quality as a Strategic Advantage Much has been written about why it is necessary to improve quality (Deming 1986, Aaker 1988, GAO 1991) The argument is simplistic, counterintuitive (Deming 1986) and difficult to deny or prove A Quality-based Strategy for Competitive Advantage (QSA) focuses strategic resources on continuous quality improvement (kaizen) The Deming Chain Reaction (Scholtes 1988) or the Spiral of Progress (Juran 1988) justifies expenditures on kaizen that the ECL model can not: increase quality |right arrow~ decrease costs |right arrow~ improve productivity |right arrow~ capture market share |right arrow~ stay in business |right arrow~ provide more jobs |right arrow~ improve products |right arrow~ continuously repeated Quality creates not only a price/value advantage over competitors but also enables the firm to charge a higher per/unit sale price through differentiation (Porter 1980, 1986) A strategy of high quality leads to a sustainable competitive advantage (Porter 1980, Buzzell 1982) Firms competing on quality pursue an operational strategy that controls quality of the product/service and seeks continuous improvement With the QSA argument executives seek a sustainable competitive advantage by developing competence in continuous improvement (Reitsperger 1986) Deming (1986), Juran (1989), Feigenbaum (1956) and Crosby (1990) suggest focusing on improving quality to gain this competence rather than on traditional foci of success: market share, revenues, efficiency, share price or profits The QSA argument suggests that increased market share, profits and improved competitive position are by-products of competence in kaizen …

Unions and Work Attitudes in the United States and Japan

Abstract: Examining whether Japanese enterprise unions have a negative effect on employee job attitudes or whether they forge a stronger bond between the worker and the firm, our results indicate that union membership has no effect on Japanese employees' job satisfaction, but that there is some negative impact on company commitment. Much of the union effect on U.S. workers' job attitudes stems from lower job complexity, work autonomy, perceived promotion chances, and quality circle membership.

Mutual gains? labor and management evaluate their employee involvement programs

Abstract: This study examines the impact of employee involvement programs on social, psychological, production, and economic issues. The findings are based on a diverse group of 236 EI programs in Pennsylvania, where data were gathered from both management and labor in the same workplace. The majority of the programs are based on a quality circle model; few contain innovative pay systems; and less than one third could be classified as intensive. Management indicates that these programs have a positive impact on a variety of factors, especially social and psychological effects. Unions are less enthusiastic about EI but are generally positive or neutral, with few indicating any negative effects. Despite these generally positive reports by both labor and management, direct comparison yields little agreement between labor and management on the effects of EI. Our results question the assumption of “mutual gains,” i.e., that the effects of EI programs are clear, public, and shared equally by both labor and management. Alternative explanations are discussed.

Teamwork in Services: Quality Circles by Another Name?

Abstract: Much evidence has been generated in the past few years which describes the demise of quality circles (QCs), yet teamwork involving non‐managerial staff, aimed at quality improvement, is still a feature of the quality improvement process of many organizations, particularly within the service sector. Re‐evaluates the classic characteristics of quality circles, as found in the literature, within the context of research carried out within one of the main UK clearing banks. Gives consideration to both the operation and outcomes of QCs within a service organization, and also discusses the role of QCs as part of a company‐wide process of quality improvement, rather than a quality technique used in isolation. Examines the “soft” benefits of QCs and compares the “success factors” identified within the literature for the use of QCs with the empirical evidence. Concludes that, while there are differences in the way in which such teams operate when compared with quality circles, the basic characteristics are the same...

The Management of Quality in the University of Ulster.

Abstract: The setting of standards for teaching is identified as central to any system of quality assurance for teaching and learning. The paper describes a number of initiatives which have been taken at the University of Ulster to identify and develop quality in teaching. They include a project to identify teaching skills through consultation with expert teachers; the use of quality circles of staff and students to specify standards for teaching; the use of student feedback on teaching; the introduction of a distinguished teaching award; the assessment of teaching competence when staff are selected; the introduction of a unit-based in-service teacher training course; and the encouragement of self and peer evaluation using an appraisal schedule. Quality assurance for support services is considered and finally the University's initiatives are related to total quality management and BS 5750.

The key features of Japanese total quality control

Abstract: This paper reports the main findings of a mission of manufacturing executives to study total quality control (TQC) in six major Japanese companies. The paper outlines why TQC is important to Japanese companies and identifies five main pillars of their TQC activities—policy deployment, organization and planning, education and training, involvement of every employee in quality improvement, and day-to-day quality assurance and control. Some popular misconceptions about Japanese-style TQC are examined, including that they do not experience any difficulties in getting top management involved in TQC, that quality control circles are successful in every department and that incoming supplies are never inspected. The paper concludes by presenting some lessons for Western managements.

Membership in Quality Circles and Participation in Decision Making

Abstract: This study is an examination of the relationship between membership in quality circles and desired and perceived actual levels of employee participation on work-related and economic/strategic issues. A multivariate analysis of variance (MANOVA) was conducted on questionnaire responses from 224 nonsupervisory employees from three manufacturing plants. The results indicated that reliable differences in levels of desired and perceived actual participation were found due to quality circle (QC) membership and company. When differences between companies on employee demographic profiles, need for dominance, task characteristics formalization, and management attitudes about participation were controlled for; only one univariate difference due to company remained. Similar MANOVA analyses for outcome variables (absenteeism, turnover, work satisfaction, and organizational commitment) indicated a multivariate difference due to company and to the interaction between company and QC membership. Univariate analyses indic...

Dr. Deming Comes to Class

Abstract: This article describes how some of the principles of the Deming management method were used to improve two courses: an MBA elective (Entrepreneurship) and an undergraduate requirement (Business Pol...

Taking the Mystery Out of Tqm: A Practical Guide to Total Quality Management

Abstract: This is the essential guidebook that will help you take the mystery out of TQM. It presents a comprehensive, well-researched picture of how important total quality management is to your success. With this step-by-step guide, you'll learn: - How TQM companies work - How to measure your program - How to work more effectively with your customers - How to apply TQM to your start up - big or small

Total Quality Management in Education.

Abstract: Ways to apply the concepts and processes of Total Quality Management (TQM) to education are discussed in this document Following the introduction and the preface, chapter 1 provides a historical overview and describes the four cornerstones of TQM--an understanding of systems, psychology, knowledge, and statistics Chapter 2 describes some of the common meanings of terms used in TQM (benchmarking, continuous improvement, costs, customers, output, paradigm, quality, and quality circles) The third chapter examines how to translate TQM frog i business to education, drawing on Deming's 14 points (1986) Chapter 4 offers guidelines for implementing TQM with regard to changing leadership roles; recognizing policy considerations; identifying barriers to quality; developing the core mission; setting goals; training staff; planning, doing, checking, and acting; measuring quality; and evaluating students The conclusion points out that the open-ended nature of TQM means that there is no single, correct point of departure for using its tools and tenets The greatest benefit of pursuing TQM is that giving workers a stake in their workplace constitutes emancipation from the control of outmoded practices (Contains 25 references) (LMI) *********************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document *********************************************************************** TOTAL QUALITY 10 MANAGEMENT IN EDUCATION

To Create Quality, First Create the Culture

Abstract: There is a serious danger that quality management will become a fad whose time has come and gone. The consulting firm Arthur D. Little, Inc., reports that a majority of companies that have tried quality techniques have given them up. The Wall Street Journal (5/7/93) writes that for man companies, "Japanese techniques" such as quality circles and just-in-time delivery prove too expensive. The results do not match the investment required. Companies have had problems with quality management because they have confused adopting a few quality techniques with creating a culture able to create quality. Managing for quality is not a technique, although it requires using appropriate management tools. Only if the term "quality" is understood more precisely does it become clear that quality is a shorthand for products and services that customers value enough to make a business profitable. Quality management will not guarantee continued growth, or even success. The market for a product may shrink. Competitors may invent better products or more productive processes. However, the lack of quality management, not to speak of quality products, considerably raises the probability of failure for a company. Despite all that has been written about quality during the past decade, there is still a strong tendency for senior managers to define quality in terms of techniques like quality circles, rather than as a goal which, while never fully reached, requires attention to both product and process. Quality is not a new concept. In some form, it probably goes back to the dawn of toolmaking. In the 18th century, discerning customers could differentiate Paul Revere's candlesticks from lesser products. The quality was better. What defined craft quality? The answer: beauty, usability and durability. Craft quality is achieved by the imagination and skill of the craftsman, using hand tools that include, for today's authors, the personal computer. The age of mass production did not eliminate the need for beauty in design. Rather, technology and organization allowed manufacturers to produce thousands of candlesticks at a reduced cost, so that many people who could not afford a superior handmade product could buy a reasonable facsimile. The definition of quality for the industrial age is meeting or exceeding the customer's expectations in terms not only of beauty, usability and durability, but also cost and timeliness of delivery. As industry began to mass-produce machines with parts that fit together, it became necessary to manufacture according to exact specifications. The manufacturer who produced the best parts or products at the lowest cost with the fewest rejects got the business. W. Edwards Deming and others taught the Japanese that more than 80 percent of errors in meeting specifications were caused by system problems, not lack of worker skill or motivation. When workers received defective products and continued to work on them, the result was costly waste. The concept of "stopping the line," pioneered by Toyota, allows workers to avoid throwing good money after bad. Instead, the customer and supplier can get together, analyze the problem and seek root causes, so that managers and engineers can be enlisted to improve the systems. This meeting of minds might be called a quality circle. For it to be more than a discussion group, participants must understand the production process as a system of workers who are both suppliers and customers. For this system to function, workers cannot be afraid they will be punished for stopping the line and taking responsibility. Furthermore, they must have the training to analyze problems and work as a team. This is what empowers them to produce quality (see "Creating an Empowered Organization," RTM May/June 1992, p. 50) They must also develop partnerships with suppliers. A CULTURE OF QUALITY All of this is part of creating a culture of quality. This culture requires interactive leaders whose job is to help people succeed in meeting customer expectations, and to encourage them by recognition and reward to express ideas that improve productivity, drive out waste, and enhance the quality of working life (ergonomics, safety, aesthetics, good working relationships). …

Reconsideration of the quality circle process as a contemporary management strategy.

Abstract: The quality circle group problem-solving process contains the potential for finding solutions to today's health care challenges. It provides the mechanism to integrate the strongest problem-solving capabilities of both managers and staff. If the complex challenges that are occurring daily as well as those that have been carried forth from the last decade are to be solved, it is evident that there is a need to find a mechanism to combine the best and brightest insights of both managers and staff. The quality circle process is one such mechanism. Health care supervisors are invited to reconsider this process as a contemporary management strategy that blends in well with the current movement toward continuous quality improvement.

An Evaluative Study of the Attitudinal and Performance‐related Outcomes of Quality Circle Participation

Abstract: Studies two Northern Ireland manufacturing companies, Shirtco and Carpetco, to generate some quantitative data concerning possible attitudinal and behavioural outcomes of quality circle (QC) participation. Attention focused on three variables: (1) the attitudes of QC participants and those of comparable non‐participants to the work situation; (2) the quantity and quality of output achieved by QC participants and by comparable non‐participants; and (3) the short‐term absence rates of QC participants and comparable non‐participants. An attempt also was made to measure participants′ attitudes to the QC programmes. The findings at Carpetco were not encouraging, as attitudes towards QC participation were ambivalent, and there was little statistically significant evidence of QC participation producing a positive influence on attitudes or on the quantity and quality of output. Nor was there any evidence of the QC programme having generated significant cost‐savings. However, QC participation may have reduced the tendency to take casual days off work. The situation at Shirtco was rather different, as in one of the three work sections studied, QC participation may have had a positive influence on attitudes, quantity of output and amount of time spent on productive work, but not on attendance. The position regarding the other two work sections studied at Shirtco was much more equivocal. There was no evidence of any significant cost‐savings having emanated from the QC programme at Shirtco. Concludes that unless a QC initiative is accompanied by other changes in the general work situation, it will almost certainly produce marginal benefits at best. Quality circles are probably used to best effect when they comprise part of a wider initiative such as total quality management (TQM). Perhaps it is as a means of helping to put aspects of TQM into effect that the real value of QCs will be demonstrated.

Total quality management for public transit systems

Abstract: Management by Objective (MBO), a traditional management approach, which has dominated transit management philosophy, assesses each manager's performance for meeting certain specific objectives under a manager's direct control. MBO follows traditional lines of communication and work arrangement, from the top to the bottom with little or no attention to the customer. A new strategic approach, which is innovative and more customer-driven, requires a more delegated, quality and empowered decision-making structure. This new approach, deeply rooted in private sector management practice, is called Total Quality Management (TQM). This article discusses the concept and principles of TQM and the motivating factors for transit management to adopt TQM principles in improving public transportation.

A new way to assess practical physiotherapy skills

Abstract: This paper describes an innovative method of assessing the practical skills of physiotherapy students. The practice of identifying quality in Quality Circles and using Standards as guidelines is applied to the teaching of pre-clinical skills. The Standards, as identified by the students are then used as marking criteria in an assessment which utilises the principles of self and peer review. The assessment appears to encourage evaluative skills early in the undergraduate programme and bridges the gap between learning skills merely at a technical level and clinical work.

Quality circles and total quality: a case study

Abstract: This paper reports the main findings of a study which examined the relationship between a programme of quality circles and a process of quality improvement. The circle programme was introduced some...

The Development of Quality Assurance Reviews in the NSW Public School System: What Works? Draft.

Abstract: This paper provides information about the development of a successful quality-assurance process in the New South Wales, Australia, school system In 1992 the New South Wales (NSW) government announced its commitment to a program of quality-assurance reviews of schools During that year, approximately 100 meetings were held with principals, school staff, parents, and other key groups to elicit feedback and introduce the new program This paper summarizes the key issues discussed at the meetings The quality-assurance review of sfalools will take place during the first three terms of 1993 The process will involve schools working with review teams to determine the best way to conduct the reviews The paper defines quality-assurance reviews and provides a brief historical overview of quality assurance in the NSW Department of School Education, a summary of research and literature related to school review and development, and answers to commonly asked questions about quality assurance It also describes future directions of the program for the rest of 1993 (LMI) *********************************************************************** Reproductions supplied by EDRS arse the best that can be made * from the original document *********************************************************************** THE DEVELOPMENT OF QUALITY ASSURANCE REVIEWS IN THE NSW PUBLIC SCHOOL SYSTEM: WHAT WORKS? An information and discussion paper provided as input into the consultation and development process for quality assurance reviews US DEPARTMENT Of EDUCATION Office of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER (ERICI fhis document has been reproduced as received from the person or organization originating n CI Minor changes have Wen made to improve reproduction Quality Points of view or opinions staled in the document do not necessarily rePfent official OERI position or policy "PERMISSION TO REPRODUCE THIS MAT RIAL HAS BEEN GRANTED BY TO THE EDUCATIONAL RESOURCES INFORMATION CENTIR (ERIC" Peter Cuttance Assistant Director General (Quality Assurance) NSW Department of School Education File Ref: WHAT WORKS Paper930402 Draft: 29/04/93 20:40:56

Quality circle activities in the Turkish establishments

Abstract: A research, which has been conducted to study quality circle activities in the Turkish industry, has revealed that quality circles are implemented by a limited number of establishments. 18 large scale industrial organizations that operate, or intend to operate quality circles have been identified. The patriarchal nature of the Turkish culture, the economic circumstances of Turkey, the educational and social backgrounds of quality circle members, and the policies of top managements and labor unions are the main obstacles for QC implementation. The sample studied in this research is too small to carry out reliable statistical tests. When the results are reviewed, however, it seems that quality circles are functioning just on the borderline.

Managing diverse occupational therapy resources in a creative, corporate model.

Abstract: Two occupational therapy departments were amalgamated into a corporate whole and charged with the development of a workable, corporate structure. The departmental model which was developed served to enhance the concepts of quality of working life, employee autonomy, management team and quality circle theory. This paper provides a background from business and organizational literature, and outlines the development of the departmental model, in concert with the adoption of the client-centred model of occupational performance as a department basis for practice. This development was taking place concurrently with larger, institutional changes into a decentralized clinical programme management model. Discussion highlights the level of staff satisfaction with the changes, areas of concern during the development of the system and plans for the future growth. During this period of massive and critical change in the delivery of health care services, there has been a trend in restructuring health care institutions towards decentralized models. This paper will describe the experience of one occupational therapy department in developing an innovative departmental structure involving participatory management amalgamation. It is believed that the experience of the past occupational therapy work units with one viable option for a renewed management model. Staff skill sets can be maximized and optimal potential realized while faced with inevitable resource shrinkage and service reorganization.

Quality circles and their potential application to rural health care in Papua New Guinea

Abstract: A quality circle is a group of service providers who meet regularly to solve problems relating to the quality of their work. This is an example of bottom-up rather than top-down management which has found considerable success in the industries of the developed world. This article describes the principles which govern the operation of quality circles, the expected benefits and how best to introduce them. The problems relating to the provision of quality health care in rural areas and the potential application of the quality circle methodology are discussed.

Quality Management in Residential Schools: A Planning Model for Systems Change.

Abstract: The Quality Circle Model of Planning uses the combined principles and procedures of brainstorming and program evaluation to help the administrator of a school for the blind identify human and monet...

Prospects for quality assurance in Papua New Guinea [editorial]

Abstract: Generally quality assurance is the system of measuring and improving the quality of health care. The standards of measurement could be complex and highly sophisticated and therefore not appropriate in settings such as hospitals in Papua New Guinea where the methods used should be simple and realistic. The most important policy issue is the commitment to implement the standard. A 1992 seminar in Papua New Guinea produced papers on definition of terms and the historical development of quality assurance; descriptions of the state of knowledge about the quality of health services in Papua New Guinea; and methodological papers on quality circles audit methods (surgical medical and criteria) the application of the Australian methods for use in Papua New Guinea quality assurance for vaccines and quality assurance in nursing and in laboratories in Papua New Guinea. The seminar was devoted to reaching common understanding about terms and methods and to defining methods to establish quality assurance in Papua New Guinea. Participants included over 40 managers clinicians and academics. The keynote address stressed the transitional times for quality assurance where top-down approached are being replaced by bottom-up and holistic approaches. Speakers also addressed the quality assurance research issues for Papua New Guinea: the scope level and responsibilities for quality assurance; quality assurance in rural health services structure and process hospitals and nursing care. There was agreement that a high level of commitment was necessary with implementation at all levels of the health system. A capital investment of resources is required for the initiation and continuation of quality assurance for support of development training and implementation. At the seminar there was agreement that the following steps should be taken: commitment from key officials and support from health workers publicity dissemination of quality assurance information continuation and expansion of activities and consultation on further development. The seminar established a basic foundation for future development of quality assurance.