Pub Date : 1996-08-01DOI: 10.1108/13598539610126588
B. Srinidhi, K. Balachandran
The traditional view of quality treats it as an economic good which can be developed by incurring costs. Proponents of total quality management have rejected the traditional view and stress the complementary nature of cost and quality. Reconciles these two views as different manifestations of the same underlying phenomenon within the same strategic framework. This requires precise definitions of quality concepts such as conformance and performance quality. The organization first examines its current position within this framework. The definitions of quality help sharpen the formulation of strategic objectives and the framework helps in mapping out a policy for moving the firm from the current position to the desired position. In addition, also determines the operating systems of quality management by how quality is defined in the organization. In conjunction with the strategic direction, the operational management procedures facilitate the process of cost management.
{"title":"Strategic positioning and cost management along various quality dimensions","authors":"B. Srinidhi, K. Balachandran","doi":"10.1108/13598539610126588","DOIUrl":"https://doi.org/10.1108/13598539610126588","url":null,"abstract":"The traditional view of quality treats it as an economic good which can be developed by incurring costs. Proponents of total quality management have rejected the traditional view and stress the complementary nature of cost and quality. Reconciles these two views as different manifestations of the same underlying phenomenon within the same strategic framework. This requires precise definitions of quality concepts such as conformance and performance quality. The organization first examines its current position within this framework. The definitions of quality help sharpen the formulation of strategic objectives and the framework helps in mapping out a policy for moving the firm from the current position to the desired position. In addition, also determines the operating systems of quality management by how quality is defined in the organization. In conjunction with the strategic direction, the operational management procedures facilitate the process of cost management.","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":"114290681","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 : 1996-04-01DOI: 10.1108/13598539610117975
J. Michela, H. Noori, S. Jha
Examines the literature to identify the essential components of kaizen or continuous improvement programmes. Relying on published sources on the North American experience with continuous improvement, also tries to identify organizational structures and practices likely to lead to successful implementation of such programmes. Distinguishes between kaizen and more radical, “strategic leap” improvement approaches, and describes the North American record of success with continuous improvement programmes. An emergent theme is that success with continuous improvement requires a wide array of systems, processes, and orientations to be congruent within the organization. Argues that the study of when, how, and why kaizen succeeds is by no means complete, and proposes a set of open research questions whose investigation is likely to be useful to both scholars and practitioners. Finally, discusses some of the ways in which the existing literature can be immediately useful for practice in organizations.
{"title":"The dynamics of continuous improvement","authors":"J. Michela, H. Noori, S. Jha","doi":"10.1108/13598539610117975","DOIUrl":"https://doi.org/10.1108/13598539610117975","url":null,"abstract":"Examines the literature to identify the essential components of kaizen or continuous improvement programmes. Relying on published sources on the North American experience with continuous improvement, also tries to identify organizational structures and practices likely to lead to successful implementation of such programmes. Distinguishes between kaizen and more radical, “strategic leap” improvement approaches, and describes the North American record of success with continuous improvement programmes. An emergent theme is that success with continuous improvement requires a wide array of systems, processes, and orientations to be congruent within the organization. Argues that the study of when, how, and why kaizen succeeds is by no means complete, and proposes a set of open research questions whose investigation is likely to be useful to both scholars and practitioners. Finally, discusses some of the ways in which the existing literature can be immediately useful for practice in organizations.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114144386","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 : 1996-04-01DOI: 10.1108/13598539610117993
James R. Evans
The Malcolm Baldrige National Quality Award Criteria provide key competitive requirements of any business. However, many individuals perceive the criteria as being too complex or impractical to implement. Views the criteria as a basic set of management processes and casts these into the classical framework of managerial roles: planning, organizational, co‐ordinating, directing, and controlling. A sixth category, continuous improvement, extends the classical framework and redefines the role of a manager in the total quality environment.
{"title":"Something old, something new: a process view of the Baldrige criteria","authors":"James R. Evans","doi":"10.1108/13598539610117993","DOIUrl":"https://doi.org/10.1108/13598539610117993","url":null,"abstract":"The Malcolm Baldrige National Quality Award Criteria provide key competitive requirements of any business. However, many individuals perceive the criteria as being too complex or impractical to implement. Views the criteria as a basic set of management processes and casts these into the classical framework of managerial roles: planning, organizational, co‐ordinating, directing, and controlling. A sixth category, continuous improvement, extends the classical framework and redefines the role of a manager in the total quality environment.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125397765","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 : 1996-04-01DOI: 10.1108/13598539610117984
T. Scandura, H. Gitlow, Siew Choi Yau, Jill Greengarten‐Jackson
Empirically examines mission statements in Fortune 50 service and Fortune 50 industrial corporations. Content analysis revealed underlying issues and structures of mission statements. Additional analysis indicated that there are issues which can be addressed by a mission statement, as well as issues which cannot be addressed. Concludes with an example of an ideal mission statement and an ideal vision statement.
{"title":"Mission statements in service and industrial corporations","authors":"T. Scandura, H. Gitlow, Siew Choi Yau, Jill Greengarten‐Jackson","doi":"10.1108/13598539610117984","DOIUrl":"https://doi.org/10.1108/13598539610117984","url":null,"abstract":"Empirically examines mission statements in Fortune 50 service and Fortune 50 industrial corporations. Content analysis revealed underlying issues and structures of mission statements. Additional analysis indicated that there are issues which can be addressed by a mission statement, as well as issues which cannot be addressed. Concludes with an example of an ideal mission statement and an ideal vision statement.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128158908","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 : 1996-04-01DOI: 10.1108/13598539610117966
F. M. Gryna, Joel R. Jankowski
Examines six issues to decide whether total quality management (TQM) concepts can improve the effectiveness of company‐wide financial activities, i.e. the finance function. These issues address the basic role of a central finance department; TQM concepts in specific financial processes including capital budgeting and working capital management; competitive benchmarking; and personnel skills needed for the future. The finance function in most organizations has been pulled in many directions recently by downsizing, technology, ethical issues and, of course, TQM. The central finance office (CFO) needs to understand how TQM issues may not be a negative constraint on the finance process but actually assist in re‐engineering the finance process for the future. Defines the service role of the finance function and how it can be decentralized throughout the organization. Presents many issues in a question format which allows the finance manager to organize the implications of TQM in the total finance operation. Also investigates various financial processes such as capital budgeting and working‐capital management.
{"title":"Changing responsibilities for financial management in an era of TQM","authors":"F. M. Gryna, Joel R. Jankowski","doi":"10.1108/13598539610117966","DOIUrl":"https://doi.org/10.1108/13598539610117966","url":null,"abstract":"Examines six issues to decide whether total quality management (TQM) concepts can improve the effectiveness of company‐wide financial activities, i.e. the finance function. These issues address the basic role of a central finance department; TQM concepts in specific financial processes including capital budgeting and working capital management; competitive benchmarking; and personnel skills needed for the future. The finance function in most organizations has been pulled in many directions recently by downsizing, technology, ethical issues and, of course, TQM. The central finance office (CFO) needs to understand how TQM issues may not be a negative constraint on the finance process but actually assist in re‐engineering the finance process for the future. Defines the service role of the finance function and how it can be decentralized throughout the organization. Presents many issues in a question format which allows the finance manager to organize the implications of TQM in the total finance operation. Also investigates various financial processes such as capital budgeting and working‐capital management.","PeriodicalId":376191,"journal":{"name":"International Journal of Quality Science","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134212118","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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