bluuebunny/crossref_metadata_2025 huggingface dataset:
An integrated approach to problem solving: linking K‐T, TQM and RCA to TPM
Authors: Finlow‐Bates Terry , Visser Bert , Finlow‐Bates Christine
Published: July 2002

Successful total quality management (TQM) is dependent on first class problem solving. Numerous techniques have been created to help the TQM practitioner along the problem solving journey. However, it can be very difficult to decide which of these techniques should or could be used at any point in the journey and in particular to see how the different approaches are related to each other. As a result, most people use only a small number of these techniques and tend to cling to their own limited toolbox. Three of the strongest groups of tools are “the seven simple tools of TQM”, “the four thinking models of Kepner‐Tregoe” and “root cause analysis”. This article argues that all three are complementary to each other and provides a flow chart to help navigate between them. This is particularly relevant for programmes aimed at implementing total productive manufacturing/maintenance (TPM).
Total quality management and ISO 9000 applications in Turkey
Authors: Beskese Ahmet , Cebeci Ufuk
Published: July 2002

The literature includes many success and failure stories of the firms adopting total quality management (TQM). As many firms in Turkey try to adopt this philosophy, there is a need to clarify quality concepts and comment on applications. This paper attempts a broad review of the current status of TQM and ISO 9000 in Turkey. It considers the extent to which ISO 9000 and TQM are being successfully implemented. It also presents the reasons for obtaining an ISO 9000 certificate, difficulties faced during the registration process, improvements achieved and disappointments experienced after being certified. The findings of this study are compared with those from other countries.
A new tool for assessing the presence of total quality
Authors: Davidson A.R. , Chelsom J.V. , Stern L.W. , Janes F.R.
Published: July 2002

An objective, two‐tier quantitative model has been developed for assessing the presence of total quality in an organisation, and for determining the effectiveness of a company’s total quality management initiatives. This was based on the hypothesis that, since the necessary and sufficient conditions for just‐in‐time inventory management and total quality management are almost identical, inventory performance should be a good indicator of quality achievement. A stand‐alone inventory rating method was used initially, and was later combined with return on capital and employee value indicators to create a model for more detailed evaluation. The two methods were tested on 48 companies. It was found that the inventory performance rating is a reliable indicator of a total quality organisation, and that the multifactor method is useful in identifying areas of success or failure. Both indicators predicted changes in overall business performance.
The process of benchmarking, benchlearning and benchaction
Authors: Freytag Per V. , Hollensen Svend
Published: July 2002

Benchmarking is more than giving marks. It is a way of measuring a firm’s strategies and performance against "best‐in‐class” firms, both inside and outside the industry. The aim is to identify best practices that can be adopted and implemented by the organization with the purpose of improving a company’s performance. The process of benchmarking is divided into seven phases: which functions to benchmark; importance of each subject area; whom to benchmark against; gather the benchmarking information; identify performance gaps; how to learn from the “best‐in‐class” (benchlearning); and implementation of the changes (benchaction). Benchmarking, benchlearning and benchaction is not a one‐time project. It is a continuous improvement strategy and a change management process. Thus benchmarking is a part of the total quality management (TQM) system, and it relates well to other TQM initiatives.
Identifying and assessing environmental impacts: investigating ISO 14001 approaches
Authors: Lawrence L. , Andrews D. , Ralph B. , France C.
Published: July 2002

Due to the similarities in structure ISO 14001 is often “sold” to companies on the back of the ISO 9000 quality systems standard. However, there is no ISO 9000 equivalent to the identification and assessment of environmental aspects and impacts. Based on practical experiences within a UK automotive supplier, this paper compares and contrasts two approaches for identifying and assessing environmental aspects and impacts, namely a mass balance and audit. The type of approach was found to affect both the structure and operation of the overall system and highlights important issues that need to be addressed in initial design. The popularity of ISO 14001 suggests these findings are relevant for other organisations implementing environmental management systems.
Leadership ethical dimension: a requirement in TQM implementation
Authors: González Tomás F. , Guillén Manuel
Published: July 2002

Deals with theoretical arguments that justify why the leadership of managers and its ethical dimension is a powerful enabler for TQM efforts to sustain, together with a systematic management. Starts by setting out a multidimensional conception of leadership in which the ethical sphere is explicitly considered. The principles articulating TQM are then analysed, studying the role of leadership and its ethical dimension, in their implementation. Concludes with five propositions, stating that the explicit consideration of leadership’s ethical dimension is required in order to achieve a complete, deep and sustained deployment of TQM principles. Draws implications for managers and researchers.
Total Quality and the Human Resource Professional
Authors: Herbig Paul , Palumbo Fred , O’Hara Bradley S.
Published: July 2002

Interest in the total quality (TQ) concept has been gaining considerable
momentum within North America. Total quality, which is founded on the
belief that organizations can succeed by meeting the needs of their
customers, traditionally has been a concern of line management.
However, specialists in the area of human and industrial relations have
been espousing some of the concepts touted by total quality converts for
many years. Participation by these individuals in the implementation of
a total quality approach can only help in this regard.
TQM? It’s as Easy as ABC
Authors: Babbar Sunil , Aspelin David J.
Published: July 2002

Can a TQM initiative really fail? The primary aim of the article is to
convey a more astute understanding of the very essence of TQM. It shows
how the TQM philosophy is founded in common sense, and why the infusion
of TQM in any organization should result only in a win‐win situation.
While stressing the value of the human resource, it sheds light on the
practical application of TQM. It establishes an innovative and proactive
perspective on TQM implementation. Most importantly, it challenges
sceptics of TQM to re‐evaluate. In helping management and other
employees understand the essence of TQM, addresses some commonly held
misconceptions.
When You Hit a Brick Wall
Authors: Glenny Tom
Published: July 2002

When managing a total quality programme every practitioner needs to
generate and maintain momentum and progress. When progress is suddenly
halted, the true reasons why are not always immediately clear. Excuses
can be too easily formulated and the wrong reasons identified for what
may well be a fatal programme failure. Every situation has its own true
root causes. Refers to an actual working situation and exposes and
discusses the deep‐seated root causes.
How to Sustain the Total Quality Management Process after the First 12
Months
Authors: Lund Klaus , Thomsen Claus
Published: July 2002

Describes symptoms of a TQM process not working. From eight years
experience working with TQM in the service industries, an 11‐point plan
has been devised for sustaining the TQM process after the first 12
months
Quality Awards – a Means to an End or an End in Themselves?
Authors: Steventon David
Published: July 2002

Many companies are spending large sums of money and considerable
management effort in pursuit of one or more of the recognized quality
awards. There are, however, critics who question whether it is all
worthwhile. Reviews the experiences of speakers at the BPICS Conference,
relating their approaches to and rewards from, BS 5750, the Baldrige
Award, the European Quality Award and the UK Best Factory Awards to
determine whether the payback justifies the effort. While winning awards
is a measure of success, it is recognized as no substitute for achieving
both profit and delighted customers. However, it appears that the
process of taking part does deliver worthwhile benefits to the
companies.
BPR: Hype or Reality?
Authors: Jackson David
Published: July 2002

Examines the latest management fad, business process re‐engineering
(BPR). Argues that while little is really new, the need for
organizations to embrace process improvement is high. Discusses some key
success factors for organizations taking the BPR route.
Organizing for continuous improvement: an examination
Authors: Cook E. , Dale B.G.
Published: July 2002

Reports the main findings of a study carried out into the quality
improvement structure of six different companies. Among the findings is
that an infrastructure in terms of TQM Steering Committee and
improvements facilitators is necessary at the introduction and during
the development stages of an improvement process, but this
infrastructure will change as a company’s quality improvement activities
mature. In setting up this structure, care must be taken that it does
not duplicate the existing management structure. The improvement
structure becomes less important when people in all functions take
responsibility for their own personal improvement but it takes some time
for this to happen. Also points out that the improvement infrastructure
needs to be reviewed on a regular basis and assessed to evaluate its
effectiveness.
Current status of total quality management implementation in Taiwan
companies
Authors: Chang Pao‐Long , Lu Kuen‐Horng
Published: July 2002

A survey was carried out to obtain some information about TQM
implementation in Taiwan. Describes the main findings through the eight
critical factors of TQM – role of top management and quality
policy, role of quality department, training, employee relations,
process management/operating procedures, quality data and reporting,
product/service design, supplier quality management.
How to get your approval into print
Authors: Campbell Linda
Published: July 2002

Once ISO 9000 has been achieved, it is important that customers and
potential customers should be aware of this. The best way to do this is
to get it into print. Lloyd’s Register Quality Assurance (LRQA) has
produced a guide to achieving maximum and cost‐effective press coverage.
Discusses the best presentation format, and advises about photographic
material and how to target the most appropriate publications.
Total quality management: perspectives for leaders
Authors: Groth John C.
Published: July 2002

Focuses on the importance within an organization of a philosophy
for quality management. A clearly defined vision for the organization
serves as a basis for identifying and selecting goals. Identifiable,
attainable, and realistic goals are essential in leading, motivating and
focusing human talents to move efficiently towards goals. There should
exist a clearly stated philosophy with respect to total quality
management and the organization’s pursuit of its goals. Furthermore,
specific criteria and guidelines for developing and implementing TQM
will add to efficiency in the TQM effort and enhance results. The
philosophy and guidelines must be consistent with the goals which
support the pursuit of the organization’s vision. A vision with respect
to TQM is appropriate if it is consistent and supportive of the
organization’s goals. Provides specific principles essential in
developing a philosophy for quality management within an organization.
Discusses basic criteria which should be used as a guide in identifying,
planning, and executing actions aimed at improving and maintaining
quality.
The setting up and development of the Trafford Park Performance and
Quality Forum
Authors: Dale B.G. , Sheppard L. , Armitage H.
Published: July 2002

Outlines the establishment of Trafford Park Development Corporation
and the subsequent setting up and development of the Trafford Park
Performance and Quality Forum. The forum aims to benefit all companies
by creating a more robust Trafford Park which will ideally safeguard the
vast amount of capital continually being invested in the area. Explores
the role and activities of the forum under the broad headings of mission
and objectives; benefits of membership; achievements to date; training
courses and events; resource directory; and sub‐groups.
Current quality issues in the Northern Ireland tourism sector
Authors: O’Neill Martin A. , Black Margaret A.
Published: July 2002

Examines the importance of the quality issue to the future success of the Northern Ireland Tourism Product. Commences with an exposition of the main principles of quality management and goes on to review the development of various representative bodies and their respective functions in relation to quality enhancement of the Northern Ireland tourism product.
Simple and effective
Authors: Otero Luis , Motwani Jaideep
Published: July 2002

Demonstrates how the Career Services Department of Grand Valley State University was able to implement simple quality principles and tools for improving its Employment Bulletin process. Discusses the overall goal which was to reduce costs and to improve the efficiency of the overall process, and shows, from a nine‐month follow‐up evaluation, that the recommendations suggested by the taskforce improved the system considerably. Reveals that customer complaints were reduced from an estimated average of 12 per month to an average of 4.5 complaints per month, costs were reduced by US$6,209.48 annually and the controlled process increased customer satisfaction, compilation and delivery.
Creating excellence in construction companies: UK contractors’ experiences of quality initiatives
Authors: McCabe Steven
Published: July 2002

Describes research being carried out into the effects of introducing quality initiatives such as ISO 9000 (formerly BS 5750) and TQM (total quality management) in large contracting firms. Suggests that the context in which they operate is confrontational and adversarial. This makes the introduction of quality doubly difficult where time and money are at a premium. The central theme is that contrary to the belief that “We can’t afford to improve”; construction firms, like those operating in any market, “Cannot afford not to”. Analyses the effectiveness of these initiatives on the main constituent of the firms ‐ people. Provides an insight into the difficulties that practitioners face, particularly quality managers, most especially in construction, in introducing and maintaining such initiatives.
Benchmarking: a paradigm for change to quality education
Authors: Weller L. David
Published: July 2002

Utilizes benchmarking as an effective and efficient way to manage the change process for quality transformation in schools. Originally conceptualized as competitive intelligence gathering, benchmarking can also be a vehicle for planned, orderly change. Discusses the practices of generic and strategic benchmarking with the importance of personalizing the change processes through matching teacher knowledge, skills and interests to their benchmarking assignments. Presents reasons as to why teachers resist change in general, and presents an adoption model which uses some of the TQM tools and techniques to facilitate whole‐school implementation of the quality principles.
A new wrinkle in “Tuskany”
Authors: Burdett John O.
Published: July 2002

Looks at factors such as changing leadership roles, empowerment and the creation of value from the perspective of a young elephant offered a leadership role for the first time. Illuminates these factors through the advice of a wise old uncle and his explanation of what lies behind the concepts. Reports on an imaginary elephant conference held in “Tuskany” where such elements were discussed and cites five key characteristics demanded of the new form of leadership. These include factors such as the ability to build rapport, the ability to gain respect and shared values.
The cost of the customer
Authors: Plowman Brian
Published: July 2002

Uses a case study in the utilities sector to demonstrate how activity‐based cost management (ABCM) techniques provide a clear understanding of the leverage on the business of improving processes, and of the impact that various customer segments have on the profitability of the business. This knowledge leads to process re‐engineering, benchmarking, activity‐based budgeting, and many other useful initiatives. In every company there is a need to improve processes, and to keep and attract the right customers. While many change programmes based on TQM and BPR methodologies deliver a reduction in process costs, most programmes have a blind spot when it comes to linking costs to products and services, and then linking the customers to the processes that serve them. ABCM completes the picture. It is not an accounting technique. Rather, it is at the very heart of any change programme.
Total quality “down under”: the Australian Quality Award ‐ an innovative model for Business Excellence
Authors: Zink K.J. , Schmidt A. , Voß W.
Published: July 2002

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.
A review of total quality management in practice: understanding the fundamentals through examples of best practice applications ‐ Part II
Authors: Thiagarajan T. , Zairi M.
Published: July 2002

Part II of a three‐part series, presents 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. Discusses these factors from the point of view of how and why. There appears to be little agreement on the what, so an understanding of the “processes” involved in implementation allows for the appropriate framing and objective classification of key factors for TQM implementation. Discusses those quality factors related to resource management and systems and process management.
US and Canadian national quality awards: increased emphasis on business results
Authors: Laszlo George P.
Published: July 2002

Starting with 1997 applications, both the US Malcolm Baldrige National Quality Awards and the Canada Awards for Excellence have undergone changes to the evaluation categories as well as to the point systems in order to increase the emphasis on business results. Over the past several years there has been an increasingly perceived need to emphasize organizational successes owing to an overall quality management approach as opposed to celebrating specific quality improvement initiatives within establishments. The enthusiasm of management to highlight gains made in certain portions of their organization in the name of quality requires tempering by due consideration within the general context of the impact on business results. The emphasis has been shifted to ensure further that an overall balance in applying TQM throughout the organization will be required to achieve national award status.
The Tao of quality ‐ another framework
Authors: Chong Chuan Lim
Published: July 2002

Nowadays, quality practitioners appear confused and divided with regard to the issues of ISO 9000, TQM, business process re‐engineering and so on. Opines that the confusion or conflict can be reconciled if one can look at the evolution of total quality detachedly and holistically. Works out a Tao of quality framework. From the analysis of a system view of a business, the MBNQA model and the EFQM model, first highlights the essence of TQM based on the concepts of quality management systems and then combines it with some prevailing life values in a relation diagram to form an open system framework of values. Calls this open system framework the “Tao of quality framework”. Supports the view that there are different levels of existence and there is a different TQM model appropriate at each level. To make each TQM model relevant, it has to be associated with the prevailing dominant life values at that level. If an organization culture can perform as is appropriate to that level, it will build up energy and competence. The sustained practice will eventually transform the organization to the next higher level of existence.
Extending process thinking: design of experiments in sales and marketing
Authors: Starkey Michael , Aughton Jeff , Brewin Roger
Published: July 2002

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.
The role of quality cost in TQM
Authors: Laszlo George P.
Published: July 2002

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.
The progress of quality management in Thailand
Authors: Krasachol L. , Willey P.C.T. , Tannock J.D.T.
Published: July 2002

Describes the progress of quality management in Thailand. Quality management is new to Thai industry, but it has been adopted with great speed in recent years. Reports on a major survey, carried out to identify the current position, trends and attitudes within Thai industry. Notes a great increase in certification to the ISO 9000 series standards. Identifies reasons for seeking certification, the key difficulties and benefits experienced in introducing ISO 9000. The implementation of total quality management (TQM) in Thailand was also surveyed. Results indicated that TQM had made relatively little progress and, with the exception of a few large Thai‐owned groups, was largely concentrated in foreign‐owned companies within the electronics sector. However, increasingly, Thai‐owned companies are accepting the challenge of ISO 9000 and looking towards TQM in the future.
Left right, left right, wrong!
Authors: Chelsom J.V. , Reavill L.R.P. , Wilton J.T.
Published: July 2002

Application of the outputs from new technologies, particularly revolutionary new materials, is changing the concept of “total quality”. As a result there will be new dimensions to customer satisfaction in the twenty‐first century, and providers of goods and services need new management practices to meet these changing requirements. Most of the popular management models for process and product improvement, and their depiction of supplier/producer/user linkages, are now inadequate. They imply simple linear progression of ideas, information and product (from left to right in their diagrams), whereas, in reality, routings are more complex, with continual feedback and feed‐forward. Better models are available, and some of them are described here.
New methodologies for integrated quality management
Authors: Castle Jack A.
Published: July 2002

The integrated quality system (IQS), has evolved as a new mapping of quality management activity. An earlier paper described eight fundamental activities intrinsic to a philosophy of order winning performance through distinctive products and services. During the development of IQS an action research programme was instituted to develop a new suite of methodologies to solve complex problems. They were created to address areas that seemed neglected by existing technology, such as the broad question of integration in both human and information system activity. From the outset the methods were designed to link or integrate together to overcome the fragmented tools approach to quality management. This paper provides an overview of progress made to date.
Implementing self‐managed process improvement teams in a continuous improvement environment
Authors: Watson Rick M.
Published: July 2002

Discusses the techniques used by Tracor Aerospace, award winning supplier to the US military. Features examples of control charts and graphs used at Tracor. Looks at factors such as Tracor’s route to continuous improvement. Considers elements such as leadership, strategic planning, and customer and market focus. Gives detailed information about the company’s statistical process control program.
Stakeholder delight: the next step in TQM
Authors: Radder Laetitia
Published: July 2002

Research
has proved that total quality management is crucial to the success of
many organizations. This article points out that intensified
competition and developments in a turbulent environment necessitate a
shift in the quality mindset to also include providing delight to all
stakeholders by offering them superior value and satisfaction beyond
what is expected. Reasons for the paradigm shift are discussed,
requirements for an orientation of stakeholder delight are
highlighted and ways of delighting stakeholders are
suggested.
System integration: the views and activities of
certification bodies
Authors: Wilkinson G. , Dale B.G.
Published: July 2002

The paper reports
the views and activities of a sample of system certification bodies
with respect to the integration of quality management, environmental
management, and occupational health and safety management systems. It
is pointed out that such bodies have not been active in the promotion
of integration but there are indications that they are now starting
to show an interest. However, their activities, at the moment, are
mainly limited to the promotion of integration by the identified
linkages between ISO 9001/2, ISO 14001 and BS 8800.
New quality cost model used as a top management tool
Authors: Moen Rune M.
Published: July 2002

Measuring quality costs has been emphasized as an important part of quality improvement since the early 1950s. A chapter on quality costs seems to be almost compulsory in every book pertaining to total quality management, business process improvement, and similar topics. There is no doubt that measuring quality costs is useful in order to direct improvement efforts; the problem is that the concept is not as valid today as it used to be. While customer requirements and production systems have changed considerably during the last decades, quality cost measurement is advocated in nearly the same way as it was 40 years ago. This work presents a new customer and process focused poor quality cost model that enables the provider of a product or service to focus on elements that really matter to his customers. The input to the model is customer requirements and the output is expected poor quality costs estimated through the Taguchi loss function. Quality function deployment is used to translate the voice of the customer to key process parameters, that is process parameters having a direct influence on the fulfilment of customer requirements. The quality function deployment matrix is also used to estimate intangible costs. Traditional cost categories have been altered, and the expected loss for each cost category is estimated based on actual process performance and stepwise quadratic loss functions with multiple intervals. The intended use of the model is as a top management decision‐making tool able to link quality improvement to customer satisfaction and loyalty.
Team charter
Authors: Wilkinson Nancy L. , Moran John W.
Published: July 2002

Provides a step by step template for developing a team charter. Notes that a team charter is an important element in any teamworking process as it provides a start‐up direction for the team and avoids the team wasting a valuable time and resources. Gives an example of a team charter and a detailed analysis of the 21 sections involved.
Harnessing human resources to achieve business excellence
Authors: Kaye Michael M. , Dyason Marilyn D.
Published: July 2002

The authors address the failure of companies to reach a sufficiently mature stage of quality required to be truly competitive and to exhibit the characteristics of so‐called “excellent companies”. The authors set out to answer some hard questions identified during their research: for instance, why is it that companies know what they should be doing but fail to do it? Why is it that barriers to progress fail to be overcome? Why is there such a large gap between management theory and practice? Five themes emerge which offer a means of exploring these issues in greater depth in order to develop a way of resolving them: competitiveness ‐ the challenges faced by industry today; current “state of the art” strategic quality management ‐ where are we?; the learning organisation; the role of self‐assessment frameworks; performance management system approaches.
Quality in Germany ‐ an overview
Authors: Zink Klaus J. , Voss Wolfgang
Published: July 2002

Regarding preventive quality management, Germany was lagging behind for many years. Managers relied on the famous mark “Made in Germany” for too long. They did not realize that international competition had tightened. However, times have changed. Starting with the boom in ISO certifications, Germany is getting back on track again. Today, total quality management and business excellence concepts are gaining ground. Positive trends regarding both applications for Germany’s Ludwig‐Erhard‐Preis and the use of self‐assessment show that the quality movement has got a new impetus.
Performance improvement: a manager for the twenty‐first century ‐ part II
Authors: Harrington H. James
Published: July 2002

Managers are people who accomplish tasks through others. For the twenty‐first century, managers should be defined as people who accomplish tasks through their effective use of processes and enablers. This paper defines what the new manager will look like in the twenty‐first century. It is the second of a two‐part paper.
Quality in Scotland
Authors: Masson Ron , Raeside Robert
Published: July 2002

Gives an extensive historical overview of the industrial history of Scotland. Goes on to look at quality in Scotland today. Reports on a survey of 200 enterprises in Central Scotland with regard to the benefits of various quality practices. Concludes that quality is now instilled in the operations of Scottish companies and suggests that this will develop in the future.
Quality in Greece: past and present
Authors: Dervitsiotis Kostas N.
Published: July 2002

Quality in Greece, as a key attribute of excellence, has deep roots and a long history. As such it helped create the Greco‐Roman civilization, which revived during the Renaissance and formed the foundation of modern civilization in the West. After an extended period of foreign occupation, Greece for the last 150 years faced the challenges of survival and building the infrastructure of a new state. Following the Second World War we observe a gradual restoring of the importance of quality in the country’s cultural and economic life. Becoming a member of the European Union has provided a strong stimulus for serious efforts to improve the quality of products and services. Most initiatives have been undertaken by associations of business firms and technical professionals, and by universities providing training of managers in the principles of total quality management. More recently, significant efforts were initiated by the government. Future success will depend on the political will to implement European and national policies to support important quality initiatives, such as the National Quality Award, a National Quality Council and other quality‐related activities.
Project management: a quality management approach
Authors: Laszlo George P.
Published: July 2002

Excellent publications have been available on project management for many years and much discussion has taken place extolling the virtues of this aspect of management and its great influence on the overall successful operation of organizations in all sectors. When being considered in its generic form, project management can also be applied to any set of activities, and in this context it is no less than a universal management tool. This paper examines the feasibility and practicality of applying a quality management approach to project management. The model used for the analysis is the criteria of the Canada Awards for Excellence, the internationally recognized quality award program.
Customer relationship leadership: a leadership and motivation model for the twenty‐first century business
Authors: Galbreath Jeremy , Rogers Tom
Published: July 2002

Customer relationship management, or CRM, is a new management concept ‐ a new approach ‐ to managing customers. CRM is about the management of technology, processes, information resources, and people needed to create an environment that allows a business to take a 360‐degree view of its customers. CRM environments, by nature, are complex and require organizational change and a new way of thinking about customers ‐ and about a business in general. Creating such an environment requires more than adequate management of the customer relationship or new technologies, it requires new forms of leadership as well. Customer relationship leadership, or CRL, is a new model that leaders can embrace to recreate or readjust their leadership styles in order to foster an atmosphere in their businesses to adopt and practice the principles of CRM. While CRM environments improve business performance, initiatives undertaken in this new management field require sound leadership as well. CRL is a recommended approach to bridge the gap between a CRM vision and its reality.
Quality management for manufacturers of short run semi‐customized products
Authors: Burgess Tom
Published: July 2002

Classic quality management techniques can be used in a manufacturing environment for short production runs of products with many options and accessories. This paper considers methods of modifying normal quality approaches and integrating them into a cost‐effective management system to product high quality. Elements of this system include aspects such as comprehensive design reviews/design qualification, assembly process audits and a flexible final inspection program. The paper concludes that a well‐structured TQM program has the potential to improve all the areas of quality emphasis highlighted.
Quality concepts and products litigation
Authors: Kastetter Todd E.
Published: July 2002

The landscape for doing business in America is marked by products liability litigation. Americans have gained a reputation for being extraordinarily litigious. While the existence of any products liability "crisis" is the subject of heated debate, the simple fact remains: potential legal exposure – civil, administrative and, in some instances, criminal – is a legitimate concern for any manufacturer. Embracing and implementing quality concepts, principles and techniques yields numerous rewards in the event of litigation. This paper considers the current legal climate, looks at factors relating to product liability, and gives details of some relevant cases. It examines the litigation benefits of a quality assurance framework and quality management and concludes that such systems are an advantage to a defense attorney defending such a company in case of litigation.
Managing excellence: leadership
Authors: Zairi Mohamed
Published: July 2002

Managing excellence is a very hot topic presently and there is a proliferation of articles and books on what excellence is and how it can be achieved. This paper is part of a series addressing the topic of Business Excellence from a practical evidence‐based approach. The thoroughness of the study is reflected by both the number of model organisations which were analysed but also by the very comprehensive catalogue of Best Practices found to be the key drivers that have resulted in the covered organisations’ overall performance in the market place. Each of the nine papers concludes with a useful checklist for senior executives and other managers concerned to assess and measure the effectiveness of their “processes” from the point of view of excellence but also maturity
What is the future direction of TQM development?
Authors: Reavill Lawrence R.P.
Published: July 2002

This paper attempts a broad review of the current status and possible future of TQM as a major management concept. It looks at its strengths, in areas such as industrial and product orientated commercial business, in which it has become well established and demonstrably helpful to organizational objectives; and its weaknesses, areas in which it has been less successful than would have been anticipated. The paper then considers the applicability of TQM concepts to product and service organisations and argues that there is evidence of greater ease of adoption, and more apparent success, within product based companies than with service based organisations. Looking to future opportunities, the paper examines what further areas of development might be appropriate for TQM. Two significant but by no means fully explored areas are: small/medium sized enterprises (SMEs); and developing and newly industrialised countries (NICs). Another extension worthy of consideration is the non commercial organisation, in the public sector and the “third sector”.
Virtual quality
Authors: Taormina Tom
Published: July 2002

Traditional quality management has been championed, led and implemented by quality professionals from within classic quality organizations. If we are to compete in the new millennium, the practitioners of quality must integrate the tools of quality conformance and process improvement into the mainstream of our value delivery systems. Looks at developments in the field, such as the shift from defect detection to defect prevention. Notes 11 components of quality management that can be held as “sacred”. These include factors such as procurement control and process control. Notes that “virtual quality” suggests that the culture and tools of conformance assurance and continuous improvement that have been developed now need to be integrated into the work processes which they support.
Managing waste and looking beyond: the IMI approach
Authors: Kok Lim Kwang , Ahmed Pervaiz K. , Zairi Mohamed
Published: July 2002

Manufacturing of perfect, defect free, products has long been recognised, and still remains an important strategic objective for any company aspiring to build market share in a globally competitive economic environment. In this paper we examine the key quality‐led techniques that have helped take Japan from a state of decimation to a leading world economy. From examination of Japanese corporate practices, a holistic model which directs attention to the key aspects that need to be taken into account in order to breed continuous improvement, is developed. The model proposed is generically relevant because it allows organisations to adapt it to their specific needs whilst ensuring that continuous improvement is not undermined.
Total quality management in India – perspective and analysis
Authors: Jagadeesh R.
Published: July 2002

Total quality management (TQM) has spread its wings in every sphere of the global corporate world and Indian companies are no exception. In this paper, first the growth and spread of TQM in India is traced from its initiation to current status. Further, the paper has tried to identify the causes for poor quality of products and service, and the gaps that exist between the expectations and the outcome after adopting the TQM practices. Later a critical view of the quality scene in India is presented, and finally, based on these observations suitable guidelines and recommendations are made to bridge this gap. It is concluded that there is still a long way to go for Indian companies to receive the stamp of acceptance for their products at international level.
Quality standards development in a hypercompetitive scenario
Authors: Conti Tito
Published: July 2002

Standards play an increasingly important role in the development of the “global village”, both from the economic and the quality of life perspective. However, development of standards should always be in tune with the needs of a free economy, whose main engine is differentiation. Standardization and differentiation can be complementary, but only to the extent that a correct balance between the two is kept. The balance becomes particularly delicate when standards move from product‐related issues to organization‐related issues, as is the case of quality system standards. Starting from a brief review of ISO 9000 and its role in the past decade, then moving to Vision 2000, the paper expresses reservations about the benefits and opportunity for standards to enter the organizational improvement area. In a situation of continuous change and global competition, differentiation seems to be the name of the game, more than standardization. Instead, a kind of “standards syndrome” seems to take place, where standards are expected to legitimize managers’ choices.
International Academy for Quality (IAQ), past and future
Authors: Harrington H. James
Published: July 2002

This paper presents the role that the International Academy for Quality (IAQ) plays in furthering the dissemination and practice of quality methods and concepts around the world. It looks at a range of aspects such as principles, mission and objectives of the IAQ. Provides information on the development of the IAQ and its future. Outlines the IAQ’s vision for meeting the needs of the twenty‐first century.
Qualimetrics and qualieconomics
Authors: Bester Yossi
Published: July 2002

Notes that in many organizations, quality management fulfills a role which is not measured or even quantitively estimated. Notes that elements such as sales and productivity are principally dollar‐oriented and that the quality manager will feel an outsider if he/she is unable to communicate in such terms. Suggests that the quality economics principle has been used to overcome this communication gap. Looks at factors such as cost of quality and value of quality, net value‐added productivity and quality by objectives. Notes that the integration of cost of quality, added value productivity and quality by objectives complements the economic value of quality.
Changing to a client‐focused quality service through more effective
teamwork
Authors: Stead Ann , Leonard M.C.
Published: July 2002

The Mary Marlborough Disability Service, a specialist NHS unit
providing non‐acute support which enables people with physical
disabilities to lead independent lives, established an
inter‐disciplinary team which addresses any problem of relevance to an
individual which might affect their daily existence, social life, work,
education or leisure pursuits. Identifies three areas of change: the
style of service; its effectiveness; its efficiency. Finds, although the
unit perceived itself to be working as a team, there were major
operational difficulties which led to lack of cohesion and
communication. As the unit was resistant to change, a clinical
co‐ordinator experienced in the field of disability was seconded to the
unit to guide the necessary changes, and a number of lessons were
learned.
Scheduling nursing personnel on a microcomputer
Authors: Liao Ching‐Jong , Kao Chien‐Yuan
Published: July 2002

Suggests that with the shortage of nursing personnel, hospital administrators have to pay more attention to the needs of nurses to retain and recruit them. Also asserts that improving nurses’ schedules is one of the most economic ways for the hospital administration to create a better working environment for nurses. Develops an algorithm for scheduling nursing personnel. Contrary to the current hospital approach, which schedules nurses on a person‐by‐person basis, the proposed algorithm constructs schedules on a day‐by‐day basis. The algorithm has inherent flexibility in handling a variety of possible constraints and goals, similar to other non‐cyclical approaches. But, unlike most other non‐cyclical approaches, it can also generate a quality schedule in a short time on a microcomputer. The algorithm was coded in C language and run on a microcomputer. The developed software is currently implemented at a leading hospital in Taiwan. The response to the initial implementation is quite promising.
Managing human resources in healthcare: learning from world class practices ‐ part I
Authors: Zairi Mohamed
Published: July 2002

This paper, which is presented in two parts, is intended to demonstrate that practices related to the area of human resources management, adopted by model organisations that have dominated their markets consistently, can lend themselves very well to the healthcare sector, which is primarily a “people‐oriented” sector. As change in a modern business context is set to continue in an unrelenting way, most organisations will be presented with the challenge of developing the necessary skills and areas of expertise to enable them to cope with the demands on them, master technological opportunities at their disposal, learn how to exploit modern management concepts and optimise value to all the stakeholders they intend to serve. This paper draws from best practices using the experiences of quality recognised organisations and many admired names through pioneering human resource policies and practices and through clear demonstrations on the benefits of relying on people as the major “asset”. Part I of this article addresses the importance of human resources as revealed through models of management for organisational excellence. In particular, the paper refers to the criteria for excellence in relation to people management using the following prestigious and integrative management models: Deming Prize (Japan); European Quality Award Model (Europe); and Malcolm Baldrige National Quality Award (USA). In addition, this paper illustrates several case studies using organisations known for their pioneering approaches to people management and which led them to win very prestigious quality awards and various international accolades. The paper concludes by reinforcing the point that human resource management in a healthcare context has to be viewed as an integrated set of processes and practices which need to be adhered to from an integrated perspective in order to optimise individuals’ performance levels and so that the human potential can be exploited fully.
Chaos and complexity ‐ the future for health care HRM
Authors: Mark Annabelle , Critten Peter
Published: July 2002

The need to understand chaos and complexity in organisations has particular importance for health which is bedevilled by the complexity of organisations and the sometimes chaotic nature of its core activities. This article seeks to explore these issues in the context of one of the key functions which is expected to hold together this diversity: Human Resource Management (HRM). An exploration of the nature of HRM in health care as it has evolved indicates that in order for it to have a pivotal role for the future it will need to rethink this role in the changing paradigm which is now emerging; in so doing it could develop as the organisational intelligence for health care in the future facilitating organisational learning and creativity.