Implementing total quality management at the U.S. Department of Defense

This paper examines Total Quality Management (TQM) as defined by Dr. W. Edwards Deming including Deming's fourteen points and explains how the United States' Department of Defense (DOD) defines TQM and why TQM is necessary. It also covers how the DOD is planning on implementing TQM and the policy that has been established as guidance in the implementation process.     

Facilitating implementation of total quality management through information technology

There is growing interest in the service industries in the adoption of quality management programs to improve their operational efficiency and market competitiveness. Deming’s total quality management (TQM) philosophy is one of the well-known ones. The TQM emphasizes continuous improvement through statistical control and the continuous training of people in the principles of quality management. One of the main implementation issues is the large volume of data that must be statistically analysed. Although recent researches have reported on how TQM is applied in various industries, few have discussed the importance of information technology in ensuring a successful TQM program. This paper reports on the application of information technology in the TQM process and how it can support management decisions. A case example is included to support these views.     

A decision support systems approach to adjust maintenance float system availability levels

In this paper, a decision support system (DSS) is designed to predict the system availability levels for equipment maintenance float problems. The DSS is developed by using the analytic hierarchy process (AHP) to prioritize the improvements made in the maintenance management practice through the adoption of total quality management (TQM). The resulting regression metamodel can be used to predict and explain system availability. Sensitivity analysis can be easily generated through the DSS. The application of this DSS helps to effectively control the cost of maintenance floats as a result of TQM implementation, generates quick solutions, and provides the decision maker with the flexibility of carrying out sensitivity analysis and planning for the future by looking at the long-term impacts of TQM on the maintenance float system.     

An integrated multidimensional process improvement methodology for manufacturing systems

In this paper, an integrated multidimensional process improvement methodology (IMPIM) is formulated to address the yield management, process control and cost management problems of a manufacturing system. Simulation is used as a platform to implement the integrated multidimensional process methodology by incorporating the productivity, quality and cost dimension in a unified, systematic and holistic manner. Total Quality Management (TQM) addresses the quality parameters and Activity-Based Costing is used to manage the cost dimension of the system. Discrete event simulation is then used as a platform to perform process reengineering (Business Process Reengineering) and process improvement (TQM). The general implementation framework of the IMPIM is given with a step-by-step explanation. A conceptual discussion is also provided for the integrated methodology. The generic IMPIM is then formulated and the detailed implementation procedures for two case studies are compared with the generic methodology.     

An empirical analysis of effective TQM implementation in the Hong Kong electronics manufacturing industry

The objective of this research is to develop a conceptual model of total quality management (TQM) implementation and test it empirically. The main research problem of this study is to investigate the effect of adopting TQM principles on quality achievement in manufacturing. The hypotheses specifying relationships between the core parts of the model including quality management infrastructure, core quality management practices, quality performance, and customer satisfaction are tested using survey research method. Data were collected from 50 managers of 25 manufacturing companies in Hong Kong. Correlation analysis on the ratings given by two different respondents from the same company shows that employee relations strongly facilitates the use of quality data and reporting, while training supports the function of product design, supplier quality management, and quality data and reporting. The results also indicate that employee relations and training have direct effects on quality performance which, in turn, relates to customer satisfaction. Practitioners are advised to build a supportive environment with a strong emphasis on human and organizational aspects to promote effective TQM implementation. © 1999 John Wiley & Sons, Inc.     

The implementation of technical practices and human factors of the toyota production system in different industries

The Toyota Production System (TPS) can result in huge benefits for companies and has been widely implemented around the world. Nevertheless, most adopters emphasize only the technical practices of the TPS, but neglect the critical role of human factors in the implementation of the TPS. Therefore, this study aims at developing an integrated TPS model that fully integrates the technical elements and human elements of the TPS with Total Quality Management (TQM) practices. An empirical study was conducted to confirm the causal relationships among these constructs. In the empirical study, questionnaires were mailed and e‐mailed to 620 companies that had implemented the TPS, and 151 of the completed questionnaires were valid. These 151 respondents were divided into eight categories. The results revealed that the implementation level of each construct was significantly different in each industry. The automobile and motorcycle industries have put a great deal of effort into the application of Humanity, Human Resource Management (HRM), and TQM practices and obtained good results. Other industries, however, ignored the implementation of HRM practices. The results also revealed that the early adopters enjoyed significant benefits from the implementation of the TPS, which led high‐tech companies to start adopting TPS practices and become lean enterprises. © 2011 Wiley Periodicals, Inc.     

一个基于管理信息单元的描述

先进的管理理念诸如全面质量管理、业务流程再造或是六西格马管理在企业应用过程中获得了巨大的成功。从中我们发现,这些管理创新都以业务流程改进为出发点。因此,对业务流程进行管理显得至关重要。本文描述了一个业务流程管理系统的管理信息单元组织模型和流程模型,以及系统功能模块及其实现工具,为企业进行业务流程管理提供了一定的参考。     

TQM consultant selection in SMEs with TOPSIS under fuzzy environment

Although much has been written about TQM in SMEs, little attention has been paid to the role of external consultant in the successful implementation of a TQM program in this kind of firms. Sometimes there are some candidates and companies have to select the best one. In general, many factors affect this problem which adheres to uncertain and imprecise data, and usually several people from different functional areas of the company are involved in this process. This study aims to improve the quality of decision in this area. In this paper a systematic decision process for selecting external consultant is proposed. The proposed method is based on TOPSIS method in fuzzy environment. Decision criteria are obtained from the nominal group technique (NGT). Additionally, a real case study is presented to illustrate the application of the proposed method.     

Total quality management: An approach & a case study

For the last decade, American companies have been playing catch-up in the area of quality and productivity. Japanese companies and other foreign competitors have moved into markets that were once dominated by American companies, by producing higher quality products. The problem to date in the U.S. has obviously not been the lack of resources or documentation on quality and improvement programs, but the misdirection of these programs and the lack of total management commitment. Total Quality Management (TQM) is seen as an effective method that will accomplish the task of higher quality levels, and increased productivity.

The purpose of Total Quality Management is to implement a process that is long term and continuous, in which all of management participates in establishing continuous improvement initiatives throughout the organization, beginning with their own function in the organization. TQM integrates the fundamental techniques and principles of Quality Function Deployment, Taguchi Methods, Statistical Process Control, Just-In-Time, and existing management tools into a structured approach. The primary objective of this approach is to incorporate quality and integrity into all functions at all levels of the organization.

This paper examines the TQM process, philosophy, concepts, attributes and how it can be used to develop a “quality-based” culture. The paper also examines the introduction and implementation of the TQM process at an electronic's manufacturer.     

The politics of IT-enabled restructuring and the restructuring of politics through total quality management

A variety of innovations such as total quality management (TQM) have been introduced by management in recent years as a means to unite organizations and secure employee commitment. Yet TQM is as much a product of existing social relations as it is a method for transforming them. Consequently, while addressing some problems TQM reconstitutes organizational inequalities and existing power relations and in doing so (re)creates many of the problems it is intended to resolve. Inasmuch as TQM is a continuation of the past as well as a means to reshape the future, it contains the seeds of its own decay. We illustrate this argument through a case study of a medium-sized UK Bank. We consider how TQM has waxed and waned differentially within a single organization. Telecommunication and on-line customer data-based technology facilitated organizational restructuring within the Bank, resulting in both redundancies and areas of job creation which both undermined and created conditions wherein TQM could flourish. We examine how TQM may be used as a vehicle for addressing some of the tensions presented by the introduction of new technology, and the organizational politics that stem from organizational restructuring. However, it is argued that TQM can only ameliorate these tensions, which are bound up with organizational power relations and employment insecurities. It does not remove organizational politics, for as older tensions are resolved, new ones emerge.     

TOTAL QUALITY MANAGEMENT: A GDSS APPROACH

Teams are a major factor in total quality management (TQM), so any technology that improves team performance facilitates the TQM process. This article describes how group decision support systems (GDSSs) can be used to increase team productivity and effectiveness within the TQM framework.     

Control Strategies of Experienced and Novice Controllers with a Zero-Energy Nuclear Reactor

The objective of this paper is to describe how and why ergonomics should be promoted in total quality management (TQM). Ergonomics and TQM activities are compared. An approach is proposed to apply ergonomics in TQM using ergonomics circles. An eight-step approach is introduced for applying ergonomics using ergonomics circles and a study that employed this approach in Korea is discussed. In applying this approach, all processes were first evaluated by workers. Processes that were identified as problematic were analysed by a company-wide committee to set priorities for improvement. An ergonomics improvement team consisting of safety and health personnel, process engineers and management innovation personnel then worked on the processes using a low-cost approach. It was found that applying ergonomics using ergonomics circles as quality circles in TQM was effective in improving workplaces and resulted in increasing productivity, cost saving and improved safety.     

TQM: A facilitator to enhance knowledge management? A structural analysis

This study aims to examine the multi-dimensional relationship of total quality management (TQM) and knowledge management (KM) in both service and manufacturing firms in Malaysia. Six key practices of TQM originated from the Malcolm Baldrige National Quality Award (MBNQA) were chosen; whereas the KM elements were made up of knowledge acquisition, distribution and application. Data were gathered from small, medium and large firms from both manufacturing and service sectors. Structural analysis was carried out for the hypotheses and the theoretical model testing. Findings show that strategic planning and human resource management have a positive and significant relationship with the dimensions of KM; whereas process management has significant effects on knowledge acquisition and knowledge distribution. Practically, the findings provide a useful direction for the management team in the manufacturing and service sectors by adopting the relevant TQM practices to further improve the firms’ knowledge management processes. Through a deeper comprehension on the association between TQM practices and the KM dimensions, the management team of these firms can focus their attention, efforts and resources on the specific TQM practices that can ensure successful KM process.     

Quality management and the work environment: an empirical investigation in a public sector organization

The integration of quality management initiatives, particularly total quality management (TQM), and ergonomics has received increasing attention from scholars and practitioners. Above all, the question of how TQM programs relate to ergonomic aspects of organizational design and culture is at the center of this discussion. This study examines how elements of a "typical", Deming-inspired, TQM program in the public sector interact with the work environment. Elements of the TQM program were defined and measured using the Malcom Baldridge Award criteria. The specific elements examined were "Management Support of Quality", "Information and Analysis", "Human Resources", "Processes and Quality Results", and "Customer Focus and Satisfaction". The relationship between these TQM elements and the work environment were defined through five separate hypotheses. The work environment was described by the constructs "Supervisor Support", "Task Clarity", "Task Orientation", and "Innovation". Data were obtained through survey questionnaires administered to employees of four departments in a municipal government organization. Results supported three of the hypotheses, but produced some unanticipated outcomes with regard to the other two. Namely, "Management Support of Quality" was significantly related to "Supervisor Support", "Task Orientation", "Task Clarity" and "Innovation"; "Human Resources" was significantly related to "Supervisor Support"; "Processes and Quality Results" was significantly related to "Task Orientation" and "Innovation". Contrary to predicted "Information and Analysis" was negatively related to "Innovation", and "Customer Focus" was unrelated to any of the outcome variables. The relationships between these TQM elements and work environment dimensions are discussed. Implications for TQM and ergonomic practice are analyzed, and directions for future research proposed.     

Ergonomics in total quality management: how can we sell ergonomics to management?

The objective of this paper is to describe how and why ergonomics should be promoted in total quality management (TQM). Ergonomics and TQM activities are compared. An approach is proposed to apply ergonomics in TQM using ergonomics circles. An eight-step approach is introduced for applying ergonomics using ergonomics circles and a study that employed this approach in Korea is discussed. In applying this approach, all processes were first evaluated by workers. Processes that were identified as problematic were analysed by a company-wide committee to set priorities for improvement. An ergonomics improvement team consisting of safety and health personnel, process engineers and management innovation personnel then worked on the processes using a low-cost approach. It was found that applying ergonomics using ergonomics circles as quality circles in TQM was effective in improving workplaces and resulted in increasing productivity, cost saving and improved safety.     

Exploring the relationship between total quality management and information systems development

This study examines a series of relationships between total quality management (TQM) and information systems (IS) development. Specifically, we consider whether organizations which have more fully adopted TQM will be different in their approaches to IS development. Our findings suggest that where TQM is adopted more fully, there will be a significant impact on four areas of IS development: system goals; system design philosophy/concepts; assumptions made by IS professionals about system users and user involvement in system development. We also report evidence that both TQM and IT may require similar organizational cultures.     

CASE AND TQM FOR FLEXIBLE SYSTEMS

Integrating total quality management (TQM) concepts into the systems development process results in efficient, flexible, quality software that is developed and delivered on time. This article explains how to introduce TQM concepts into the development process using CASE tools.     

A systematic planning approach to implementing total quality management through quality function deployment technique

On the basis of reinvestigating into the philosophy of TQM and its management practice, this paper puts forward a systematic planning approach to implementing TQM during the product design/development process through quality function deployment (QFD) technique.     

A network hierarchical feedback system for Taiwanese universities based on the integration of total quality management and innovation

An increasing number of Taiwanese universities are improving operational performance through innovation and total quality management (TQM). In addition, the National Quality Award (NQA), which is based on TQM, is now used to evaluate quality performance in various industries in Taiwan. Thus, several models for performance measurement have been proposed in recent years. However, these models do not take into account several features germane to performance within the Taiwanese university system, such as characteristics unique to the integration of TQM and innovation, comprehensive focuses in operational performance improvement across different types of universities, and interrelations among the different variables used to measure performance. Thus, precisely measuring and improving operation performance has proven to be a difficult task. The aim of this paper is to construct a network hierarchical feedback system (NHFS) based on the integration of TQM and innovation to overcome these problems. To that end, we adopted a decision-making trial and evaluation laboratory (DEMATEL) method to address the complex, interdependent relationships among the variables and thereby construct a relation structure among the measurement criteria for evaluation purposes. A fuzzy analytic network process (FANP) is employed to overcome the problem of dependence and feedback among each of the TQM measurement criteria. A fuzzy analytic hierarchical process (FAHP) is used to evaluate the measurement criteria for innovation performance. Lastly, a gray relational analysis (GRA) is utilized to find optimal alternatives. The value of this study comes from providing all types of universities in Taiwan the most complete evaluation system of operational performance, as well as opportunities to realize improved competitive advantages and enhanced prospects for survival.     

A TQM-Based Approach to QoS Management

Total Quality Management (TQM) is one of the most interesting and effective concepts of management. Although, as of today, it has been extensively applied to manufacturing and industrial sectors, TQM principles have not received wide acceptance in the area of Telecommunications Network and Service Management. Application of those principles in Telecommunications can be facilitated by employing pertinent techniques and tools. This paper focuses on aspects of the performance management of Telecommunications Networks and Services. As basic quality control mechanisms, two versions of a Dynamic Scaling Service (DSS) are used to regulate the end-user perceived quality: a Crisp DSS and a Fuzzy Logic DSS. A quality-oriented user behavior model is built and a comparative study between the different quality control schemes is presented. Concluding, the paper delineates the scope of TQM with respect to QoS management in telecommunications.