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.     

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.     

An instrument for the measurement of customer perceptions of quality management in the software industry: An empirical study in India

Most of the available literature on quality management is based on management’s perception; few studies examine critical issues of quality management from the customer’s perspective, especially in the software industry. In order to gain an insight into what customers expect from a product/service, an analysis of quality management from customer’s point of view is essential. Such an understanding would help the managers to adopt strategies that can enhance the satisfaction level of their customers. The present study highlights the critical factors of quality management in the software industry from the customer’s perspective. Six critical factors are identified: and an instrument, comprising these factors, is developed and validated so as to measure the customer’s perception of quality management in the software industry. George Issac is an Assistant Professor in Mar Athanasius College of Engineering, Kothamangalam, India. He holds a B.Sc (Engg.) degree in Mechanical Engineering from Kerala University, and M.Tech and Ph.D degrees in Management from IIT Madras. His research areas are TQM and Organizational Behavior. He has published articles in the area of quality management in journals such as Total Quality Management and Business Excellence, and Quality Management Journal of American Society for Quality. Chandrasekharan Rajendran is a Professor of Operations Management in the Indian Institute of Technology Madras. His research interests are in TQM, Scheduling and Simulation. He has published several articles in international journals. He has publications in the area of TQM in journals such as Total Quality Management, International Journal of Production Research, International Journal of Service Industry Management, International Journal of Bank Marketing, and Journal of Services Marketing. He serves as referee for many journals. He is a recipient of the Alexander von Humboldt Fellowship of Germany. R.N. Anantharaman is a Professor of Management in the Indian Institute of Technology, Madras. His research interests are in TQM, Organizational Behavior and Industrial Psychology. He has published several articles in international journals. He has published research articles in the area of TQM, HRM Practices, Change Management, etc., in Journals such as Total Quality Management, International Journal of Production Research, International Journal of Bank Marketing, International Journal of Service Industry Management, Journal of Services Marketing, International Journal of Human Resource Management, and Journal of Transnational Management Development.     

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.     

A TEAM-ORIENTED CYBERNETIC APPROACH FOR VALUE-ADDED QUALITY AUDITING

ABSTRACT

Successful implementation of TQM (Total Quality Management) in an organization requires “system approach.” ISO 9000 standard provides such a systematic approach. The ISO 9000 certification process is a cybernetic system where the feedback part is “quality auditing.” An effective auditing can therefore improve and accelerate the certification process. Value-added quality auditing is an effective auditing technique in which auditors not only evaluate quality a management system and processes in terms of compliance to a standard, but also they analyze their effectiveness. A value-added quality auditing approach is emerging as one of the most powerful tools for continuous quality improvement, especially after the introduction of the ISO 9001:2000 standard that requires effectiveness, process auditing, proper auditor skills, and team-based audits. In order to meet these requirements, formation of an appropriate quality audit team is essential. This article presents a team-oriented cybernetic model for the value-added quality auditing along with the procedure developed for the “quality-audit team formation.” The proposed model makes use of feedbacks to add value to the audited business where appropriate.     

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 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.     

Examining the Effect of the Transformational Leader on Software Quality

Developing and maintaining quality software is paramount in the information-intensive society. A myriad of concepts, tools and techniques exist that can be employed to improve the quality of software and at the same time increase developmental efficiencies. Approaches used by many software development units include: Capability Maturity Model (CMM), Total Quality Management (TQM), and ISO 9000-3. Implementation of these approaches without appropriate management oversight does not guarantee success. This study examines the role of the manager vis-à-vis leadership style with software quality. Data collected using a questionnaire administered to members of the American Society for Quality (ASQ) - Software Division, suggest that the Transformational leadership style of the manager has a significant positive relationship with the quality of the software developed.     

MEETING CUSTOMER REQUIREMENTS First Time, Every Time

Total quality management is a commitment to the continuous improvement of work processes with the goal of satisfying internal and external customers. It's the customer that matters in TQM; the process is only the means to satisfying the customer.     

SEI capability maturity model's impact on contractors

The Software Engineering Institute's Capability Maturity Model measures software development companies' ability to produce quality software within budget and on schedule. The CMM rates software development companies and government agencies at one of five maturity levels. Two key features are assessments and evaluations. Assessments represent a company's or government agency's voluntary, internal efforts to identify its current CMM maturity level and areas needing improvement. Evaluations represent an independent assessor's examination of a company's maturity level. Industry responses to the model vary. Some companies have reported that savings significantly offset the costs of achieving and maintaining a maturity level. Others have attacked the CMM on many fronts, such as its failure to incorporate Total Quality Management principles. Nevertheless, either enthusiastically or reluctantly companies are attempting to achieve higher CMM levels. The authors present both favorable and unfavorable reactions to the model as well as insight gained through discussions with various companies. They conclude that since no approach that enforces improvements will be universally acceptable in all aspects to all concerned, the CMM, on balance, can be considered a very successful model, particularly when combined with TQM principles. There may be uncertainty as to whether the costs of attaining and maintaining a CMM level will be recouped through reduced software production costs and more efficient software engineering practices (as published studies report). But with continued strong DoD sponsorship, there will likely be an increasing number of companies that base their software process improvement efforts on the CMM     

MEETING CUSTOMER REQUIREMENTS First Time,Every Time

Abstract

Total quality management is a commitment to the continuous improvement of work processes with the goal of satisfying internal and external customers. It's the customer that matters in TQM; the process is only the means to satisfying the customer.     

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.     

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.     

TQM implementation in hospitals

This paper discusses the essential elements for successful Total Quality Management (TQM) implementation in hospital, and the challenges that occur with such implementation. Guidelines for this implementation are provided to show how TQM tools can be used effectively in hospitals.     

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.     

Total quality management and work organization: Relationship between quality management strategies and work organization in Swedish industrial companies

This article examines the relationship between quality management strategies and changes of work and work organization in industrial companies. Nine case studies in Sweden show that companies whose aim is total quality practice three different quality strategies characterized by detailed control, motivation of employees, and reorganization. It is argued that total quality management should include redesign of the work processes, combining decentralization, group work, goal-oriented control, and skill development. This reorganization strategy not only offers a greater potential for improvement of work, but it also seems essential for improving quality and productivity in the long run. © 1998 John Wiley & Sons, Inc.     

Using neural network-based tools for building learning organisations

During the last decade, most European countries have institutionalised a series of measures in order to protect the environment and to provide better public services. Such measures have also been adopted in The Netherlands by Rijkswaterstaat (RWS), part of the ministry of communications and responsible for roads and waterways. One of the current RWS objectives is to provide a quality motorway of high impact to the Dutch road network. In recent years, RWS has committed itself wholeheartedly to Total Quality Management (TQM). It is in the process of making fundamental changes in motorway construction management. For instance, it is considering giving the responsibilities for the quality of road maintenance to sub-contractors. Managers involved in the TQM project feel the need to develop the attitudes and quality-consciousness of all parties involved in the management of the construction and maintenance of the motorway. In an initial stage, it is essential to study the current attitudes to quality in general and to policies related to `providing a high-quality road' of all parties involved. The research project described below is a step in this direction. The research project took place within the broader framework of RWS's interest in `organisational learning'. The research project capitalised on the ability of Artificial Neural Networks (ANNs) to study human behaviour and integrated this with current RWS needs. More particularly, ANNs were used to visualise stakeholder perceptions and to monitor changes in these perceptions. As a result of the research project, a software tool was developed which is currently used in order to support the organisational change process.     

OMAX+ an advanced quality improvement measurement system

This paper describes OMAX+, a microcomputer based quality improvement measurement system developed by the Oregon Productivity and Technology Center at Oregon State University.

OMAX+ is a modified and enhanced version of the Objectives Matrix approach for productivity and quality measurement developed by the late James L. Riggs, Head of the Department of Industrial Engineering. OMAX+ is specifically designed for use by organizations engaged in Total Quality Control (TQC) efforts. Use of OMAX+ presents the industrial engineer engaged in TQC with a useful measurement tool to quantify and track quality improvements. The paper discusses the approaches that will enable the OMAX+ measurement system to be integrated into new or on-going quality improvement programs. OMAX+ is a self-contained program for IBM personal computers and true compatibles. A version with additional graphics capabilities is being developed by the Oregon Productivity and Technology Center for use on Macintosh Computers.

OMAX+ has been successfully used by several industries and service organizations in the Northwestern United States.     

Quality and process management: a view from the UK computing services industry

This paper presents the main approaches (ISO9000, TickIT, SPICE, Process Improvement and TQM) along the road to quality improvement. It has been distilled from a technical note Quality and process management programmes: approaches and experience issued earlier this year by the Computing Services Association, the UK trade association of computing software and service companies whose members account for three-quarters of turnover of the UK industry. CSA member company experience is included as case studies of particular approaches, describing the background to the approach taken and the main benefits gained. A discussion on the role of metrics within any such improvement option is included, as is a report on a recent well-attended CSA seminar on the subject.Richard Francis is the Quality Manager at Data Logic, a UK-based IT services company that has been an active member of the CSA since its inception in 1968, and of the CSA Quality Assurance Group, whose members' contribution to the original document is hereby acknowledged with thanks.     

A multidimensional approach to manufacturing quality

In this paper, we examine the conditions under which it is profitable for a firm to invest in a quality-improvement program. To do this, we model quality along two dimensions: product performance (measured by deviation from an acceptable base performance level), and timeliness of product delivery (measured by time-related penalties such as lateness or tardiness). This explicit quality formulation is incorporated into a profit maximization framework in which it is necessary to weigh the revenue associated with each job against its cost in terms of time-related penalties and cost associated with defects. In this setting, we identify cases in which there is a positive net gain from altering the quality trade-off via a quality-improvement program such as Total Quality Management (TQM).