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.     

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.     

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.     

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.     

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.     

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.     

An intelligent and improved density and distance-based clustering approach for industrial survey data classification

Engineering Asset Management (EAM) emphasizes on achieving sustainable business outcomes and competitive advantages by applying systematic and risk-based processes to decisions concerning an organization's physical assets. Nowadays, there is no specific method to evaluate performance of EAM and lack of benchmark to rank performance. To fill this gap, an improved density and distance-based clustering approach is proposed. The proposed approach is intelligent and efficient. It has largely simplified the current evaluating method so that the commitment in resources for manual data analyzing and performance ranking can be significantly reduced. Moreover, the proposed approach provides a basis on benchmarking for measuring and ranking the performance in Engineering Asset Management (EAM). Additionally, by using the intelligent approach, companies can avoid to pay expensive consultant fees for inviting external consultancy company to provide the necessary EAM auditing and performance benchmarking.     

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.     

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.     

Integrating case study and survey research methods: an example in information systems

The case for combining research methods generally, and more specifically that for combining qualitative and quantitative methods, is strong. Yet, research designs that extensively integrate both fieldwork (e.g. case studies) and survey research are rare. Moreover, some journals tend tacitly to specialise by methodology thereby encouraging purity of method. The multi-method model of research, while not new, has not been appreciated. In this respect it is useful to describe its usage through example. By reference to a recently completed study of IS consultant engagement success factors this paper presents an analysis of the benefits of integrating case study and survey research methods. The emphasis is on the qualitative case study method and how it can complement more quantitative survey research. Benefits are demonstrated through specific examples from the reference study.     

An empirical model of IT usage in the Malaysian public sector

Whilst there have been many studies to determine the factors that influence the use of information technology (IT) in organisations, few have considered how these factors change with the level of IT use. This paper presents the results of such a study involving the use of IT to support Total Quality Management (TQM). The population studied consisted of those organisations in the Malaysian public sector that had applied for the Malaysian Prime Minister's Quality Award during the period 1992–1997.Three sets of factors were investigated for their impact on the use of IT to support TQM in this setting: external, organisational, and technological factors. Overall, the organisational and technological factors had more influence on IT usage than did the external factors. However, as organisations became more experienced in their use of IT, the major contextual influences on IT usage levels changed. At low levels of IT usage the major contextual influences were organisational. At medium levels of IT usage a combination of technological and organisational factors became important, whilst at high IT usage levels, the dominant factors were technological.     

教育系统模型与过程模型的研究及应用

为有效地建立教育质量保证体系,本文从系统与过程的视角对教育进行了深入研究。在借鉴全面质量管理思想以及软件质量保证理论与技术的基础上,本文提出了教育系统模型用于指导教育体系建设和教育过程模型用于指导教育过程建设的观点,并就教育质量保证体系建设的内容、任务与过程进行了阐述。实践表明,上述结果从理论上能够很好地指导教育质量保证体系的建设,理论实际应用效果显著。     

灰度级信息的目标边界精确周长估算

目的 针对图像目标边界不连续或具有模糊性导致的目标周长无法精确估算这一问题,结合边界跟踪,提出一种基于灰度级信息的目标边界精确周长估算方法。方法 该方法利用目标边界的灰度级信息,同时结合边界跟踪得到的内外边界来估计目标图像的边界周长,从而提高边界周长估计的精确性和鲁棒性。为了获得目标物体真实周长,实验采用人工合成图像。结果 实验应用所提方法和3种传统周长估算方法分别计算合成目标对象的周长,并与真实周长比较。为了验证所提方法的有效性和鲁棒性,实验中对目标对象的边界进行不同程度的加厚模糊化;并在边界加入噪声,使边界不连续。当边界变得复杂时,本文所提方法的优势得到极大体现。结论 实验结果表明,在边界模糊和边界不连续的情况下,本文所提的算法具有更好的适应性和稳定性。     

Hybrid intelligent scenario generator for business strategic planning by using ANFIS

The aim of this study is to investigate a new method for generating scenarios in order to cope with the data shortage and linguistic expression of experts in scenario planning. The proposed hybrid intelligent scenario generator uses an Adaptive Neuro-Fuzzy Inference System (ANFIS) to deal with uncertain inputs. In this methodology, the strengths of expert systems, fuzzy logic and Artificial Neural Networks (ANNs) are joined to generate possible future scenarios. The proposed methodology includes four steps: step 1 defines the scope and internal and external variables and step 2 determines rules from experts. Then, step 3 prepares ANFIS system which is conducted by computer programming in Matlab environment. The Last step is sensitivity analysis to study the effects of variation of inputs on outputs. The applicability of the proposed method has been tested against two different case studies.     

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.     

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.     

面向领域建模的信息系统构件识别方法研究

近年来企业的业务操作和流程日趋复杂化,信息系统（IS）却无法快速适应外部业务流程发生的巨大变化,提高软件复用效率是解决该难题的关键。作为软件复用的关键技术,构件识别一直是基于构件的信息系统开发方法（CBSD）的研究热点与难点。结合实际情况及相关理论与技术基础提出了完整的面向领域建模的信息系统构件识别方法,该方法具体包括基于模糊形式概念分析（FFCA）的信息系统构件识别模型以及基于图熵的业务构件识别有效性检验过程。通过该构件识别方法,识别出行业通用的符合高内聚、低耦合以及粒度适宜特征的业务构件,可以迅速应对外部需求变化引起的软件内部业务逻辑发生的改变。以A公司物资管理流程为例,验证了所提出的信息系统构建识别方法。     

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.     

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.