Showing papers on "Quality circle published in 2006"

The effectiveness of idea capture schemes

Abstract: Innovation at work is mainly driven by employees' ideas. This paper reports a study of the effectiveness (e.g., rate of suggestion making) of schemes for capturing these ideas. Based on a survey of 182 UK organizations, the study shows that decentralized suggestion schemes and work-based systems are more effective than centralized and informal schemes. The extent of planning, publicity, feedback and management support given to the scheme, and the type of reward offered to employees, also independently account for variation in effectiveness. Publicity and non-monetary rewards, though, are found to be most decisive, regardless of scheme type. Learning culture also affects the rate of suggestion making, though the effect is greater for centralized and decentralized schemes than for the others. The key implication of the findings is that by paying particular attention to how they are advertised and how participation is rewarded, organizations could improve the return on their idea capture schemes.

Open Access, Retention and Throughput at the Central University of Technology.

Abstract: The most debatable question in higher education today is: Why first `open access' to promote massafication and now `capping' to restrict learner intake? (cf. SA Media Information 2004). Concerning the managing of this difficult and extremely sensitive issue, the Central University of Technology, Free State (CUT) has come a long way. Its position paper for learner throughput and retention (2003±2006) is testimony to this problem. However, the aim of this article is not to give a summary of the position paper, but rather to delve into contemporary literature and academic development support research outcomes for possible enlightenment. This is possible in the sense that there are no clear-cut answers to be found either in the literature or in the CUT's own documentation as yet. Senate resolutions in this regard are still in the process of being implemented. It was therefore considered to be a wise approach to rather differentiate between open access, retention and throughput. All three concepts are so highly integrated that it is not very clear where the one begins and the other ends. A simple example to motivate this statement is that politicians of the day determine state subsidies for enrolments and outputs. Higher education institutions are proverbially regulated like the water flow from a tap when it comes to government funding, making it very difficult for such institutions to construct their three-year rolling plans according to learner intake, and to balance this with financial planning. Therefore, at this stage, learner support and academic development planning at the CUT is focused on the real academic concerns. Currently, learner service and academic development at the CUT stand within the context of value adding with regard to learners, lecturers, and the process of education. In order to enable members of the academic staff to continue providing quality education, it is important to emphasise personal development that meets the demands of the changing higher education landscape. Learnership programmes based on self-development, together with an adjustment in modes of teaching, are prerequisites for success. In order to complete the quality circle, members of staff should be motivated to compile their own teaching portfolios, where existing and new skills are noted. Such a teaching portfolio can also be used for the evaluation of teaching staff. Another learner support strategy is to allow access for learners who do not meet the minimum requirements for entry into a specific programme, and to have a qualityassured, recognisable foundation certificate with full articulation between and within institutions. The actual structure of the course should be generic regardless of discipline or faculty of study, although the learner's chosen field of study will determine the choice of core and elective offering. The foundation certificate will comprise 120 credits at NQF level 5. As part of learner support and development, learners and staff will also embrace the principles of diversity. Lecturing and supporting staff must assist in this by setting the example in interpersonal relations, especially to enhance learner satisfaction. South African Journal of Higher Education Vol. 20(1) 2006: 29-43

The transferability of Japanese HRM practices to Thailand

Abstract: This research examined the transferability of Japanese human resource management to Thailand. Attitudes toward life-time employment, seniority system, consensual decision-making, quality circles, and house unions were considered. The sample included 560 managers and staff of Japanese companies in Thailand. The results indicate that all five practices except seniority are transferable. The Thai employees have more positive attitudes toward consensual decision-making, quality circles and house unions than the Japanese managers in the Japanese manufacturers in Thailand. Some Japanese managers think that consensual decision-making and quality circles are not appropriate or accepted in Thailand. This belief may limit the implementation of these practices. Regarding seniority, both the Japanese mangers and the Thai employees agreed that performance should be evaluated by achievement, but years of service should be part of any evaluation criteria.

Quality Management Practices vs. Performance of SMEs: An Empirical Study of Indian Industries

Abstract: The intense competition in the current marketplace has forced firms to re-examine their methods of doing business. Economic liberalization and globalization of economy is becoming a worldwide phenomenon. However survival of industry and its economic growth is dependant on the productivity level. This is very true in developing countries like India because of higher population growth, higher interest rates, rising inflation, domestic and international competition, scarcity of raw materials, fiscal deficit etc. The present work is an empirical study of impact of quality management practices like Just-in-Time, 5S's tools, Suggestion schemes, Workers participation, Quality circles and ISO certification on performance of SMEs. The performance parameters incorporated for the study were manpower and assets utilization, inventory management, quality aspects, cost aspects, time performance and purchasing procedure. A comprehensive questionnaire was developed and circulated to the different firms and responses were collected for analyzing the data. On the basis of literature review and the survey of the industry, objectives were identified; the impact was validated on the basis of correlation analysis.

Effects of quality circle participation on employee perception and attitude in five Malaysian companies

Abstract: This study investigates changes in employee attitude brought about through participation in Quality Circle (QC). Assessment of circle performance was measured by technical aspects, length of participation, training, member feelings about QCs, job satisfaction and job commitment. Study illustrates the impacts of participation on 130 workers from 5 Malaysian companies participated in a survey. Results show that QCs develop positive attitudes among employees who derive job satisfaction when they feel that their companies are a good place to work and consequently, more willing to extend their efforts for their companies.

Using Quality Circles to Enhance Student Involvement and Course Quality in a Large Undergraduate Food Science and Human Nutrition Course

Abstract: Large undergraduate classes are a challenge to manage, to engage, and to assess, yet such formidable classes can flourish when student participation is facilitated. One method of generating authentic student involvement is implementation of quality circles by means of a Student Feedback Committee (SFC), which is a volunteer problem-solving and decision-making group that communicates student-generated input to the teaching team for the purpose of improving the course content, structure, and environment in the present and redesigning it for the future. Our objective was to implement a SFC in a large introductory Food Science and Human Nutrition (FSHN 101) course to enhance student involvement and course quality. Overall, the SFC provided a continuous and dynamic feedback mechanism for the teaching team, a beneficial experience for the SFC members, and an opportunity for class members to confidentially share their input to enhance the quality of the course throughout the semester. This article includes a brief introduction of the use of quality circles in higher education classrooms, as well as our methods of implementation and assessment after using the SFC for 3 semesters (Spring 2003, Fall 2003, and Spring 2004).

Improvement of a national public health surveillance system through use of a quality circle.

Abstract: Surveillance systems for infectious diseases build the basis for effective public health measures in the prevention and control of infectious diseases. Assessing and improving the quality of such national surveillance systems is a challenge, as many different administrations and professions contribute to a complex system in which sensitive information must be exchanged in a reliable and timely fashion. We conducted a multidisciplinary quality circle on the national public health surveillance system in Germany which included clinicians, laboratory physicians, and staff from local and state health departments as well as from the Robert Koch-Institut. The recommendations resulting from the quality circle included proposals to change the federal law for the control of infectious diseases as well as practical activities such as the change of notification forms and the mailing of faxed information letters to clinicians. A number of recommendations have since been implemented, and some have resulted in measurable improvements. This demonstrates that the applied method of quality circle is a useful tool to improve the quality of national public health surveillance systems.

Improving by involving: a case study in a small software company

Abstract: One way of implementing Software Process Improvement (SPI) is to empower employees to carry out decisions made by management. An alternative way is to invite developers and project leaders to participate in all phases of planning and implementing SPI projects. Such participation has always been a central goal and one of the pillars of organization development and change, and has also been shown to be one of the factors with the strongest influence on SPI success. However, there are few studies reporting how participation can be done in practice in software companies doing SPI. In this paper, we describe how long-term participation can be realized in various SPI initiatives using several participation techniques like search conferences, survey feedback, autonomous work groups, quality circles, and learning meetings. The research has been carried out in a small Norwegian software company called Kongsberg Spacetec, over a period of eight years.

Improving by involving : A case study in a small software company

Abstract: One way of implementing Software Process Improvement (SPI) is to empower employees to carry out decisions made by management. An alternative way is to invite developers and project leaders to participate in all phases of planning and implementing SPI projects. Such participation has always been a central goal and one of the pillars of organization development and change, and has also been shown to be one of the factors with the strongest influence on SPI success. However, there are few studies reporting how participation can be done in practice in software companies doing SPI. In this paper, we describe how long-term participation can be realized in various SPI initiatives using several participation techniques like search conferences, survey feedback, autonomous work groups, quality circles, and learning meetings. The research has been carried out in a small Norwegian software company called Kongsberg Spacetec, over a period of eight years.

The KAIZEN and the Japanese Company Culture

Abstract: In the March of 2005 I have participated in a nearly one month long training program for the acquirement of the japanese management and production culture, organized and financed by the japanese and the hungarian goverment. The highly intensive training procedure was prepared and realized by the most authentic representatives of the japanese KAIZEN philosophy and the participants were selected from the circle of the special experts and the professors of this area from Hungary and the other newly joined EU member countries. The presence of the best managers and advisors of the japanese company culture and the real multicultural character of the group of the participants made it possible the spiritually deep analysis and the practice oriented acquirement of the KAIZEN philosophy, which has its roots in the strongly impressive japanese history and the characteristical japanese national culture. At the beginning of the course we acquired the principal bases and then, in full cooperation with the japanese trainers, we made workshop practices introducing ourselves into the KAIZEN management. At the next phase we visited and studied some of the hungarian firms having the best KAIZEN system in the east-european region, and finally we made a field practice at the ACTARIS CO., evaluating and improving their inventory and packaging system. The whole training procedure was determined and deeply influenced by the japanese company culture, but the participants strongly and fluently represented their own national and company culture, so it was a good possibility to learn that how can we use the positive developments of the interference and the synergie effect of the cross-cultural operation of a multi-cultural working group. Summarizing the main results of the training and the researching work of the last one and a half year it can be stated that the whole procedure made us possible the acquirement of the KAIZEN approach. In the first part of this study I give a small introduction to the basic elements of the KAIZEN management, then I give some details how we could use these methods in the analysis of the situation, the elaboration and the presentation of our recommendations for solving the inventory and the packaging problems at ACTARIS CO., and finally I underline the importance of the results of the japanese company culture in the management of an up to date and globally competitive company.

Students' Quality Circles for Personality Development: An Approach to Prepare Total Quality People

Abstract: Only with Quality people Quality products can be produced and quality services can be delivered. Quality people are those with good and smart characters. Educational institutes are character building organization and students are the real products of the organization. The paper tries to describe the new approach of introducing quality circles among young students to develop their leadership personality who can produce quality products and quality services when they grow and work in the future. Since last decade, some educational institutes of Asian countries are conducting experiments to introduce Students’ Quality Circles in class rooms with an intention of preparing total quality people. During the Students’ Quality Circle exercise in schools, young students identify, analyze and solve their problems happening at school and at home in a QC team applying QC story of systematic problem solving and using the QC tools. The Students’ Quality Circle exercise ultimately develops the personality of young students. The analysis of the secondary information compiled from the proceedings of the international conventions on students’ quality circles depicts that students have developed several characters that can be termed as good and smart. The result showed that students have developed characters and skills like self disciplined, self confidence, interpersonal and public relations, empathy, social responsibility, time management skills, scientific and analytical skills, communication skills, creativity and lateral thinking habits, working habits in a team, broader knowledge than bookish knowledge by practicing Students’ Quality Circles at their class rooms. This experiment seems very successful and if applied by all educational institutes, Quality people will be produced in the future who will work as entrepreneurs, managers, or workers to produce quality products and deliver quality services.

Gestión conjunta de la calidad en grupos empresariales de la economía social

Abstract: Due to the growth in markets, social economy enterprises are seeking a competitive advantage through economies of scale. In this regard, these enterprises should pursue the coordinated implementation of shared quality management strategies within groups. Accordingly, quality benchmarking through self-evaluation models is a key instrument in providing a balanced quality standard within the group and also in helping create synergies in the group. Likewise, coordinated managed of the quality records should be sought by the companies with a view to introducing a joint Quality Information System. Finally, joint quality circles should also be involved in shared quality management within social economy groups.

High-Performance Work Practices, Incentive Pay Schemes,Worker Evaluation Systems and Male—Female Wages

Abstract: A growing area of research these days focuses on the reorganization of work taking place in the modern-day organization, away from a task-specialized structure towards a more task-integrated organizational structure (Lindbeck and Snower, 2000). The new organizational structure has introduced work practices such as job rotation and learning across tasks, teamwork, decentralization of responsibility and worker participation in decision-making. The adoption of new work practices has led to a breakdown of traditional occupational barriers and the establishment of flatter organizational structures. Moreover, high-performance work practices are usually accompanied and sustained by performance-based pay, giving rise to new payment schemes.

Study on ERP-oriented quality information system in product life cycle

Abstract: In order to overcome QISs ’shortage,This paper proposes QISs ’models of ERP-oriented in product life cycle by using quality circle theory.Each function model is analyzed.Then system structure model is put forward.For the realization the share of the quality information in ERP and QIS provides the foundation.

Importanţa implementării cercurilor de calitate în românia

Abstract: Quality Circles would represent an effective and less expensive solution in order to improve quality level in Romanian companies which manufacture products, would motivate and turn to account more the human resources potential, transforming it from cost into resource, would generate operative solutions to solve many problems which a company must confront with day by day. The effect is overall better working climate, improved employee health, safety and morale, helping to enlarge a mentality focused on a high quality level for company‘s products.