Pub Date : 1998-09-01DOI: 10.1108/13598539810229230
M. Ellekjær, S. Bisgaard
Experimental design methods are tools for conducting informative, time‐ and cost‐effective experiments. Used during product development, these methods can contribute to building quality into products as well as shortening the development cycle time. These techniques make it possible to study the effect of many factors (parameters) simultaneously, to select the factor combination that results in both improved quality and reduced cost, and hence allow for the development of reliable and robust products of high quality. In addition, these methods provide a systematic approach for problem solving during the product development process. This article provides a non‐technical discussion of the role of experimentation and the advantage of using experimental design during product development. Different experimental design methods and examples of their application during product development will also be presented.
{"title":"The use of experimental design in the development of new products","authors":"M. Ellekjær, S. Bisgaard","doi":"10.1108/13598539810229230","DOIUrl":"https://doi.org/10.1108/13598539810229230","url":null,"abstract":"Experimental design methods are tools for conducting informative, time‐ and cost‐effective experiments. Used during product development, these methods can contribute to building quality into products as well as shortening the development cycle time. These techniques make it possible to study the effect of many factors (parameters) simultaneously, to select the factor combination that results in both improved quality and reduced cost, and hence allow for the development of reliable and robust products of high quality. In addition, these methods provide a systematic approach for problem solving during the product development process. This article provides a non‐technical discussion of the role of experimentation and the advantage of using experimental design during product development. Different experimental design methods and examples of their application during product development will also be presented.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121011401","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-06-01DOI: 10.1108/13598539810211978
Chyau Tuan, L. F. Ng
This paper examines the recent quality movement in Greater China and the development of total quality management (TQM) since the 1980s in the following three aspects. First, China is determined to upgrade quality management at the enterprise level by a top‐down approach. The efforts of the PRC Government in establishing quality systems to comply with international standard is reviewed. The Provisional Total Quality Management Guide for Industrial Enterprises and the GB/T 19000 standard (the Chinese version of ISO 9000) for national standards and quality certification are examined. Second, at the implementation level, the development of TQM and other quality systems is found to be less than satisfactory. A brief review of major empirical studies regarding TQM practices in China’s state‐owned enterprises and collective‐owned township enterprises is carried out. Third, TQM practices in Hong Kong, a Chinese market‐oriented economy, are reviewed and compared with those in China to explore any possible implications emerging from the political integration of these two regions in 1997.
{"title":"System building and implementations of TQM in Greater China: an overview","authors":"Chyau Tuan, L. F. Ng","doi":"10.1108/13598539810211978","DOIUrl":"https://doi.org/10.1108/13598539810211978","url":null,"abstract":"This paper examines the recent quality movement in Greater China and the development of total quality management (TQM) since the 1980s in the following three aspects. First, China is determined to upgrade quality management at the enterprise level by a top‐down approach. The efforts of the PRC Government in establishing quality systems to comply with international standard is reviewed. The Provisional Total Quality Management Guide for Industrial Enterprises and the GB/T 19000 standard (the Chinese version of ISO 9000) for national standards and quality certification are examined. Second, at the implementation level, the development of TQM and other quality systems is found to be less than satisfactory. A brief review of major empirical studies regarding TQM practices in China’s state‐owned enterprises and collective‐owned township enterprises is carried out. Third, TQM practices in Hong Kong, a Chinese market‐oriented economy, are reviewed and compared with those in China to explore any possible implications emerging from the political integration of these two regions in 1997.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115001227","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-06-01DOI: 10.1108/13598539810211969
K. Zink, A. Schmidt
Self‐assessment based on TQM criteria frameworks has become a widespread management tool. Apart from the Malcolm Baldrige National Quality Award in the USA, the European Model for Business Excellence has become the most important framework of this kind for Europe. This article first reflects on how self‐assessment basically fits into a total quality management context. It will be shown, that an integration with corporate planning is inevitable to guarantee the success of self‐assessment in the long run. Most emphasis is placed on different approaches to self‐assessment in a combination of case study evidence and literature review. The approaches include the assessment model of the European Foundation for Quality Management, a workshop approach, a pro forma approach and the so‐called peer involvement approach to self‐assessment. The presentation of these approaches is enhanced by the personal experiences of the authors from some 40 self‐assessments they have coached.
{"title":"Practice and implementation of self‐assessment","authors":"K. Zink, A. Schmidt","doi":"10.1108/13598539810211969","DOIUrl":"https://doi.org/10.1108/13598539810211969","url":null,"abstract":"Self‐assessment based on TQM criteria frameworks has become a widespread management tool. Apart from the Malcolm Baldrige National Quality Award in the USA, the European Model for Business Excellence has become the most important framework of this kind for Europe. This article first reflects on how self‐assessment basically fits into a total quality management context. It will be shown, that an integration with corporate planning is inevitable to guarantee the success of self‐assessment in the long run. Most emphasis is placed on different approaches to self‐assessment in a combination of case study evidence and literature review. The approaches include the assessment model of the European Foundation for Quality Management, a workshop approach, a pro forma approach and the so‐called peer involvement approach to self‐assessment. The presentation of these approaches is enhanced by the personal experiences of the authors from some 40 self‐assessments they have coached.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122132001","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-06-01DOI: 10.1108/13598539810211996
O. O. Atienza, L. Tang, B. Ang
We propose a simple control‐charting scheme for simultaneously displaying univariate and multivariate process information. The proposed chart can be used as a diagnostic tool for understanding the nature of out‐of‐control conditions in multivariate statistical process control (SPC). The chart is easy to implement and interpret. Two examples are given for illustration purposes.
{"title":"QUALITY NOTES: Simultaneous monitoring of univariate and multivariate SPC information using boxplots","authors":"O. O. Atienza, L. Tang, B. Ang","doi":"10.1108/13598539810211996","DOIUrl":"https://doi.org/10.1108/13598539810211996","url":null,"abstract":"We propose a simple control‐charting scheme for simultaneously displaying univariate and multivariate process information. The proposed chart can be used as a diagnostic tool for understanding the nature of out‐of‐control conditions in multivariate statistical process control (SPC). The chart is easy to implement and interpret. Two examples are given for illustration purposes.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129227683","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-06-01DOI: 10.1108/13598539810211987
G. Byrne
Although specific opportunities for improvement in organizations are easily identified through a variety of assessment techniques, the successful development and execution of action plans to address these opportunities is where most organizations falter. This article provides a simplified, yet comprehensive project management or action item framework that can be adapted to any situation or condition in an organization that requires a structured approach to corrective action. Both short‐term and long‐range planning efforts can be supported by the framework. Its primary benefits are the inclusion of measurements for success and the assignment of accountability for each step of the plan. It can of course be supplemented with more formal project management techniques and tools including Gantt, PERT and CPM methodologies.
{"title":"QUALITY CORNER: From opportunity identification to implementation: a model for action planning in organizations","authors":"G. Byrne","doi":"10.1108/13598539810211987","DOIUrl":"https://doi.org/10.1108/13598539810211987","url":null,"abstract":"Although specific opportunities for improvement in organizations are easily identified through a variety of assessment techniques, the successful development and execution of action plans to address these opportunities is where most organizations falter. This article provides a simplified, yet comprehensive project management or action item framework that can be adapted to any situation or condition in an organization that requires a structured approach to corrective action. Both short‐term and long‐range planning efforts can be supported by the framework. Its primary benefits are the inclusion of measurements for success and the assignment of accountability for each step of the plan. It can of course be supplemented with more formal project management techniques and tools including Gantt, PERT and CPM methodologies.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125195833","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-06-01DOI: 10.1108/13598539810370297
E. Melan
Traditional approaches to the implementation of TQM in an organization do not address the social aspects of intervention and change. This paper describes two action research cases of TQM implementation in higher education in the context of contingency theory and associated factors that emerged during the intervention and attempted transformation. The analysis suggested that factors such as goal alignment, motivation, role uncertainty, leadership and others are variables that can affect the success of the intervention. It is proposed that a contingency approach is appropriate in the development of a TQM implementation strategy.
{"title":"Implementing TQM: a contingency approach to intervention and change","authors":"E. Melan","doi":"10.1108/13598539810370297","DOIUrl":"https://doi.org/10.1108/13598539810370297","url":null,"abstract":"Traditional approaches to the implementation of TQM in an organization do not address the social aspects of intervention and change. This paper describes two action research cases of TQM implementation in higher education in the context of contingency theory and associated factors that emerged during the intervention and attempted transformation. The analysis suggested that factors such as goal alignment, motivation, role uncertainty, leadership and others are variables that can affect the success of the intervention. It is proposed that a contingency approach is appropriate in the development of a TQM implementation strategy.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124224720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-06-01DOI: 10.1108/13598539810211950
Ranga V. Ramasesh
The value of winning the Baldrige Quality Award to the shareholders of the firm has been the subject of a debate motivated by bipolar perceptions and an opposing set of viewpoints held by both industry leaders and academic professionals. One of the key concerns that must be addressed to place the impact of the Baldrige Award in a proper perspective (and thus contribute to the resolution of this debate on the issue of the value to the shareholders of the winning firms) is the short‐term negative effect imputed by the views and the actions of the critics, especially the short sellers who see the announcement of the award as an opportunity to make profits by short selling the stock. In this study, we focus on this concern and examine the short‐term impact of the Baldrige Award announcement on the shareholder wealth by applying a rigorous statistical methodology to analyze the stock price movements around the day of the announcement of the award for statistically significant abnormal behavior. Our analysis falsifies the critics’ claim that the financial and other resources spent by the companies toward winning the Baldrige Award are wasteful and reduce shareholder wealth.
{"title":"Baldrige Award announcement and shareholder wealth","authors":"Ranga V. Ramasesh","doi":"10.1108/13598539810211950","DOIUrl":"https://doi.org/10.1108/13598539810211950","url":null,"abstract":"The value of winning the Baldrige Quality Award to the shareholders of the firm has been the subject of a debate motivated by bipolar perceptions and an opposing set of viewpoints held by both industry leaders and academic professionals. One of the key concerns that must be addressed to place the impact of the Baldrige Award in a proper perspective (and thus contribute to the resolution of this debate on the issue of the value to the shareholders of the winning firms) is the short‐term negative effect imputed by the views and the actions of the critics, especially the short sellers who see the announcement of the award as an opportunity to make profits by short selling the stock. In this study, we focus on this concern and examine the short‐term impact of the Baldrige Award announcement on the shareholder wealth by applying a rigorous statistical methodology to analyze the stock price movements around the day of the announcement of the award for statistically significant abnormal behavior. Our analysis falsifies the critics’ claim that the financial and other resources spent by the companies toward winning the Baldrige Award are wasteful and reduce shareholder wealth.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130717259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-03-01DOI: 10.1108/13598539810196877
B. Srinidhi
Notes that to be effectively implemented, quality management has to be aligned with strategy and properly co‐ordinated. Develops a systems framework entitled congruence management business architecture. Notes that under this architecture an activity is the core entity for change and that every quality or related initiative will change, eliminate or create activities. Considers various quality management mechanisms under this architecture and considers various barriers. Suggests that the congruence management framework can help make quality management more effective.
{"title":"Strategic quality management","authors":"B. Srinidhi","doi":"10.1108/13598539810196877","DOIUrl":"https://doi.org/10.1108/13598539810196877","url":null,"abstract":"Notes that to be effectively implemented, quality management has to be aligned with strategy and properly co‐ordinated. Develops a systems framework entitled congruence management business architecture. Notes that under this architecture an activity is the core entity for change and that every quality or related initiative will change, eliminate or create activities. Considers various quality management mechanisms under this architecture and considers various barriers. Suggests that the congruence management framework can help make quality management more effective.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126782880","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-03-01DOI: 10.1108/13598539810196868
S. Ahire, K. C. O'shaughnessy
Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms using stepwise regression. Notes three primary predictors (customer focus, empowerment, and supplier quality management) explaining 26 per cent of variation in product quality. Examines the role of top management commitment in TQM implementation by splitting the sample into firms with high and low top management commitment based on the mean score on this construct. Concludes, first, that firms with high top management commitment produce high quality products despite variations in individual constructs, and, second, that in firms with low top management commitment, four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage are primary predictors of product quality.
{"title":"The role of top management commitment in quality management: an empirical analysis of the auto parts industry","authors":"S. Ahire, K. C. O'shaughnessy","doi":"10.1108/13598539810196868","DOIUrl":"https://doi.org/10.1108/13598539810196868","url":null,"abstract":"Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms using stepwise regression. Notes three primary predictors (customer focus, empowerment, and supplier quality management) explaining 26 per cent of variation in product quality. Examines the role of top management commitment in TQM implementation by splitting the sample into firms with high and low top management commitment based on the mean score on this construct. Concludes, first, that firms with high top management commitment produce high quality products despite variations in individual constructs, and, second, that in firms with low top management commitment, four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage are primary predictors of product quality.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126376918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-03-01DOI: 10.1108/13598539810203887
John R. Grandzol, M. Gershon
For over a decade, total quality management has been a principle focus of business managers and academic researchers alike. The myriad prescriptions and practices, all purporting to represent this management philosophy, have been implemented with varying degrees of success. Despite the significant failure rate of TQM programs, the successes, as indicated by Baldrige Award winners, support continued interest in TQM. The search for linkages between current descriptive models and proposed prescriptive models of TQM spawned our research, which, in turn, required creation of a survey instrument. This paper describes the initial sources and development of this instrument, the rigorous sequence of testing that it has been subjected to, and its application for current and future research. The successful achievement of key survey statistics suggests that this instrument can be used for TQM data collection with confidence by researchers elsewhere who will investigate other proposed models.
{"title":"A survey instrument for standardizing TQM modeling research","authors":"John R. Grandzol, M. Gershon","doi":"10.1108/13598539810203887","DOIUrl":"https://doi.org/10.1108/13598539810203887","url":null,"abstract":"For over a decade, total quality management has been a principle focus of business managers and academic researchers alike. The myriad prescriptions and practices, all purporting to represent this management philosophy, have been implemented with varying degrees of success. Despite the significant failure rate of TQM programs, the successes, as indicated by Baldrige Award winners, support continued interest in TQM. The search for linkages between current descriptive models and proposed prescriptive models of TQM spawned our research, which, in turn, required creation of a survey instrument. This paper describes the initial sources and development of this instrument, the rigorous sequence of testing that it has been subjected to, and its application for current and future research. The successful achievement of key survey statistics suggests that this instrument can be used for TQM data collection with confidence by researchers elsewhere who will investigate other proposed models.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133874023","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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