Pub Date : 1997-03-01DOI: 10.1108/13598539710159059
J. Affisco, F. Nasri, M. Paknejad
Considers the series of environmental standards known as ISO 14000. Presents an overview of the organization‐processes group of these standards, and a comparison with the existing quality standards ‐ ISO 9000 and the Malcolm Baldrige National Quality Award. ISO 14000 is concerned with establishing guidelines and principles for the management of environmental matters by organizations, through the establishment and operation of an environmental management system (EMS). Finds there is synergy between a quality management system (QMS) and an EMS; that like a QMS, an EMS must be an integral part of an organization’s overall management system; and that like a QMS, the design of an EMS is an ongoing process of continuous improvement. Concludes with several proposed research questions.
考虑被称为ISO 14000的一系列环境标准。概述了这些标准的组织-过程组，并与现有的质量标准- ISO 9000和马尔科姆·鲍德里奇国家质量奖进行了比较。ISO 14000通过建立和运行环境管理体系，为组织管理环境事务制定指导方针和原则。发现质量管理体系(QMS)和环境管理体系(EMS)之间存在协同作用;与质量管理体系一样，环境管理体系必须是组织整体管理体系的组成部分;和质量管理体系一样，环境管理体系的设计也是一个持续改进的过程。最后提出了几个研究问题。
{"title":"Environmental versus quality standards ‐ an overview and comparison","authors":"J. Affisco, F. Nasri, M. Paknejad","doi":"10.1108/13598539710159059","DOIUrl":"https://doi.org/10.1108/13598539710159059","url":null,"abstract":"Considers the series of environmental standards known as ISO 14000. Presents an overview of the organization‐processes group of these standards, and a comparison with the existing quality standards ‐ ISO 9000 and the Malcolm Baldrige National Quality Award. ISO 14000 is concerned with establishing guidelines and principles for the management of environmental matters by organizations, through the establishment and operation of an environmental management system (EMS). Finds there is synergy between a quality management system (QMS) and an EMS; that like a QMS, an EMS must be an integral part of an organization’s overall management system; and that like a QMS, the design of an EMS is an ongoing process of continuous improvement. Concludes with several proposed research questions.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124064201","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 : 1997-03-01DOI: 10.1108/13598539710159077
O. O. Atienza, B. Ang, L. Tang
Explores the relationships between statistical process control (SPC) and forecasting procedures. While both procedures are often applied and used in different contexts, a careful analysis shows that they go through the same stages that culminate in process or forecast monitoring. This apparent similarity of SPC and forecasting enables a general framework to be established for model‐based SPC. Discusses some forecasting procedures applicable to SPC and underlines the importance of SPC concepts in forecasting.
{"title":"Statistical process control and forecasting","authors":"O. O. Atienza, B. Ang, L. Tang","doi":"10.1108/13598539710159077","DOIUrl":"https://doi.org/10.1108/13598539710159077","url":null,"abstract":"Explores the relationships between statistical process control (SPC) and forecasting procedures. While both procedures are often applied and used in different contexts, a careful analysis shows that they go through the same stages that culminate in process or forecast monitoring. This apparent similarity of SPC and forecasting enables a general framework to be established for model‐based SPC. Discusses some forecasting procedures applicable to SPC and underlines the importance of SPC concepts in forecasting.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129647784","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 : 1997-03-01DOI: 10.1108/13598539710159068
C. Kuei, M. Lu
Presents a synergy and integration of marketing and operations for continuous quality improvement in a service setting. Discusses measurements, improvements, and responsibilities of service quality. Integrates a service quality evaluation tool (SERVQUAL) and a service quality improvement tool (QFD). Claims that only through this synergy and integration of systems, concepts and tools will the aim of the organization in achieving service quality be reached.
{"title":"An integrated approach to service quality improvement","authors":"C. Kuei, M. Lu","doi":"10.1108/13598539710159068","DOIUrl":"https://doi.org/10.1108/13598539710159068","url":null,"abstract":"Presents a synergy and integration of marketing and operations for continuous quality improvement in a service setting. Discusses measurements, improvements, and responsibilities of service quality. Integrates a service quality evaluation tool (SERVQUAL) and a service quality improvement tool (QFD). Claims that only through this synergy and integration of systems, concepts and tools will the aim of the organization in achieving service quality be reached.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126080995","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 : 1997-03-01DOI: 10.1108/13598539710159086
Reay-Chen Wang, Chung-Ho Chen
Considers that the problem of determining the Dodge‐Romig lot tolerance per cent defective (LTPD) double sampling plan (DSP) under the fuzzy environment satisfies the consumer’s risk closely and is an extension of Chakraborty’s work. Models the problem as fuzzy mathematical programming (FMP). A linear membership function and the minimum operator are assumed in FMP. The solution of the proposed model has a smaller average total inspection (ATI) than those of the traditional Dodge‐Romig LTPD DSP and Chakraborty’s.
{"title":"The Dodge‐Romig double sampling plans based on fuzzy optimization","authors":"Reay-Chen Wang, Chung-Ho Chen","doi":"10.1108/13598539710159086","DOIUrl":"https://doi.org/10.1108/13598539710159086","url":null,"abstract":"Considers that the problem of determining the Dodge‐Romig lot tolerance per cent defective (LTPD) double sampling plan (DSP) under the fuzzy environment satisfies the consumer’s risk closely and is an extension of Chakraborty’s work. Models the problem as fuzzy mathematical programming (FMP). A linear membership function and the minimum operator are assumed in FMP. The solution of the proposed model has a smaller average total inspection (ATI) than those of the traditional Dodge‐Romig LTPD DSP and Chakraborty’s.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1997-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130343983","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 : 1996-12-01DOI: 10.1108/13598539610152480
J. Carlopio, D. Gardner
Examines two hypotheses: first, that employees’ perceptions of their firm’s quality efforts are related to employee affective reactions (satisfaction, commitment, turnover intentions), with those perceiving greater organizational quality efforts exhibiting more positive affective reactions; and, second, that perceptions of autonomy would account for the relationship between perceptions of organizational quality efforts and employees’ affective reactions. Questionnaires were completed by 228 employees of a large bank. Reports that regression analysis revealed that all of the affective reaction variables were significantly related to perceptions of quality efforts. Further analysis revealed that, while perceptions of autonomy were important with regard to affective reactions, employee perceptions of organizational quality efforts were also directly and significantly related to employees’ affective reactions. The impact of perceptions of quality efforts was found to be most significant for organizational commitment. Discusses the implications of these results.
{"title":"Employee affective reactions to organizational quality efforts","authors":"J. Carlopio, D. Gardner","doi":"10.1108/13598539610152480","DOIUrl":"https://doi.org/10.1108/13598539610152480","url":null,"abstract":"Examines two hypotheses: first, that employees’ perceptions of their firm’s quality efforts are related to employee affective reactions (satisfaction, commitment, turnover intentions), with those perceiving greater organizational quality efforts exhibiting more positive affective reactions; and, second, that perceptions of autonomy would account for the relationship between perceptions of organizational quality efforts and employees’ affective reactions. Questionnaires were completed by 228 employees of a large bank. Reports that regression analysis revealed that all of the affective reaction variables were significantly related to perceptions of quality efforts. Further analysis revealed that, while perceptions of autonomy were important with regard to affective reactions, employee perceptions of organizational quality efforts were also directly and significantly related to employees’ affective reactions. The impact of perceptions of quality efforts was found to be most significant for organizational commitment. Discusses the implications of these results.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127661421","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 : 1996-12-01DOI: 10.1108/13598539610152462
F. Fazel, G. Salegna
States that there is general agreement among total quality management (TQM) and business process re‐engineering (BPR) experts that properly implemented organizational change programmes improve customer satisfaction and organizational performance. Suggests that there is, however, a growing frustration with the less than positive results that many companies have experienced with TQM or BPR. These failures have resulted in much debate about the usefulness of such programmes. Many executives believe that they have to choose between TQM and BPR and consider these programmes to be mutually exclusive. Yet, advocates of TQM and re‐engineering have recognized and acknowledged that the best organizational change programmes are those which integrate quality and re‐engineering initiatives. Examines some reasons behind TQM and BPR failures, and presents a model for integrating TQM and BPR implementation plans, while focusing on the linkage of the organization’s strategic goals and culture with this process. The framework uses the concept of quality function deployment and house of quality for the selection of a TQM/BPR implementation plan. Presents an example which illustrates the procedure.
{"title":"An integrative approach for selecting a TQM/BPR implementation plan","authors":"F. Fazel, G. Salegna","doi":"10.1108/13598539610152462","DOIUrl":"https://doi.org/10.1108/13598539610152462","url":null,"abstract":"States that there is general agreement among total quality management (TQM) and business process re‐engineering (BPR) experts that properly implemented organizational change programmes improve customer satisfaction and organizational performance. Suggests that there is, however, a growing frustration with the less than positive results that many companies have experienced with TQM or BPR. These failures have resulted in much debate about the usefulness of such programmes. Many executives believe that they have to choose between TQM and BPR and consider these programmes to be mutually exclusive. Yet, advocates of TQM and re‐engineering have recognized and acknowledged that the best organizational change programmes are those which integrate quality and re‐engineering initiatives. Examines some reasons behind TQM and BPR failures, and presents a model for integrating TQM and BPR implementation plans, while focusing on the linkage of the organization’s strategic goals and culture with this process. The framework uses the concept of quality function deployment and house of quality for the selection of a TQM/BPR implementation plan. Presents an example which illustrates the procedure.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129983700","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 : 1996-12-01DOI: 10.1108/13598539610152471
C. Madu
Asserts that an environmental quality assessment programme is essential in ensuring sustainable development. Management needs a programme to enable it to provide value in its product and service delivery at high quality while also ensuring the safety and health of both the users of its services and the environment. Argues that, in order to achieve this goal, the value chain of the product must be studied from its inception to the end of the product’s life. Provides discussions and suggestions as to how this study could be undertaken and achieved.
{"title":"A framework for environmental quality assessment","authors":"C. Madu","doi":"10.1108/13598539610152471","DOIUrl":"https://doi.org/10.1108/13598539610152471","url":null,"abstract":"Asserts that an environmental quality assessment programme is essential in ensuring sustainable development. Management needs a programme to enable it to provide value in its product and service delivery at high quality while also ensuring the safety and health of both the users of its services and the environment. Argues that, in order to achieve this goal, the value chain of the product must be studied from its inception to the end of the product’s life. Provides discussions and suggestions as to how this study could be undertaken and achieved.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124939831","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 : 1996-08-01DOI: 10.1108/13598539610126597
J. Larrabee
Discusses challenges facing the US health‐care system now that prepaid or capitated health plans are gaining market share. Investigates how this affects providers, payers and policy makers and the concerns for the maintenance of a quality system. Concludes that the current changes in the US health‐care system are driven by the changing role of the consumer, concerns for quality and efforts to contain costs. Maintains that further research is needed to provide better guidelines to help these challenges to be met.
{"title":"US health‐care revolution: cost and quality challenges","authors":"J. Larrabee","doi":"10.1108/13598539610126597","DOIUrl":"https://doi.org/10.1108/13598539610126597","url":null,"abstract":"Discusses challenges facing the US health‐care system now that prepaid or capitated health plans are gaining market share. Investigates how this affects providers, payers and policy makers and the concerns for the maintenance of a quality system. Concludes that the current changes in the US health‐care system are driven by the changing role of the consumer, concerns for quality and efforts to contain costs. Maintains that further research is needed to provide better guidelines to help these challenges to be met.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132539070","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 : 1996-08-01DOI: 10.1108/13598539610126614
D. Graham, V. Gupta
How do managers, in their role as decision makers, design and implement systems for management of quality? Proposes that there is no one, definitive answer to this question, given various industrial environments and their operating constraints, diverse market conditions and numerous management philosophies. Attempts to address quality management issues in the business‐to‐business industrial service industry by presenting a case study on the quality management approach taken by Diamond Offshore Drilling, Inc. ‐ one of the largest offshore oil‐drilling companies in the world. States that the business‐to‐business industrial service markets are characterized by the sale of industrial services to business customers, who often then use these services to produce goods or services for consumers or other businesses. A wide variety of services are provided by the companies operating in this industry, such as offshore oil‐drilling and exploration, warehousing and public utilities. The case study follows the backdrop, initiation and complete implementation of Diamond Offshore’s Global Excellence in Management Systems (GEMS) programme. GEMS can be characterized as a system deeply rooted in the basics of quality management ‐ customer‐defined requirements and quality through customer satisfaction. Also discusses post‐implementation customer feedback results to illustrate the success of the programme. Based on the GEMS framework and relevant literature, proposes a generalized framework for implementing quality management in firms operating in business‐to‐business industrial service markets.
{"title":"Global excellence in management systems: a Diamond Offshore Drilling case","authors":"D. Graham, V. Gupta","doi":"10.1108/13598539610126614","DOIUrl":"https://doi.org/10.1108/13598539610126614","url":null,"abstract":"How do managers, in their role as decision makers, design and implement systems for management of quality? Proposes that there is no one, definitive answer to this question, given various industrial environments and their operating constraints, diverse market conditions and numerous management philosophies. Attempts to address quality management issues in the business‐to‐business industrial service industry by presenting a case study on the quality management approach taken by Diamond Offshore Drilling, Inc. ‐ one of the largest offshore oil‐drilling companies in the world. States that the business‐to‐business industrial service markets are characterized by the sale of industrial services to business customers, who often then use these services to produce goods or services for consumers or other businesses. A wide variety of services are provided by the companies operating in this industry, such as offshore oil‐drilling and exploration, warehousing and public utilities. The case study follows the backdrop, initiation and complete implementation of Diamond Offshore’s Global Excellence in Management Systems (GEMS) programme. GEMS can be characterized as a system deeply rooted in the basics of quality management ‐ customer‐defined requirements and quality through customer satisfaction. Also discusses post‐implementation customer feedback results to illustrate the success of the programme. Based on the GEMS framework and relevant literature, proposes a generalized framework for implementing quality management in firms operating in business‐to‐business industrial service markets.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123442056","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 : 1996-08-01DOI: 10.1108/13598539610126605
F. Buttle
Presents survey results which are derived from the most comprehensive investigation ever undertaken of UK companies certificated to ISO 9000. Reports an analysis of the willingness of certificated companies to recommend the standard to other, similar companies. States that the 4,250 certificated organizations mail surveyed, 1,220 (28.7 per cent) responded. Indicates that the companies most willing to recommend ISO 9000 were those most satisfied with the organizational impacts of the standard and these were of three major kinds: profitability impacts, process improvements and marketing benefits. Reports that companies also willing to recommend were those whose expectations had been met, and those who believed the standard to be cost‐effective. Proposes that these results should help deflect criticism about the perceived value of the standard, and motivate companies to pursue certification.
{"title":"An investigation of the willingness of UK certificated firms to recommend ISO 9000","authors":"F. Buttle","doi":"10.1108/13598539610126605","DOIUrl":"https://doi.org/10.1108/13598539610126605","url":null,"abstract":"Presents survey results which are derived from the most comprehensive investigation ever undertaken of UK companies certificated to ISO 9000. Reports an analysis of the willingness of certificated companies to recommend the standard to other, similar companies. States that the 4,250 certificated organizations mail surveyed, 1,220 (28.7 per cent) responded. Indicates that the companies most willing to recommend ISO 9000 were those most satisfied with the organizational impacts of the standard and these were of three major kinds: profitability impacts, process improvements and marketing benefits. Reports that companies also willing to recommend were those whose expectations had been met, and those who believed the standard to be cost‐effective. Proposes that these results should help deflect criticism about the perceived value of the standard, and motivate companies to pursue certification.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133673335","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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