...net/publication/235295472 Total quality management principles and practices in China ARTICLE in INTERNATIONAL JOURNAL OF QUALITY & RELIABILITY MANAGEMENT · NOVEMBER 2003 DOI: 10.1108/02656710310500833 CITATIONS READS 34 452 3 AUTHORS, INCLUDING: Alistair R Anderson The Robert Gordon University 112 PUBLICATIONS 3,104 CITATIONS SEE PROFILE Richard T. Harrison Queen's University Belfast 81 PUBLICATIONS 2,427 CITATIONS SEE PROFILE All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately. Available from: Alistair R Anderson Retrieved on: 02 February 2016 The Emerald Research Register for this journal is available at http://www.emeraldinsight.com/researchregister IJQRM 20,9 1026 Received May 2002 Revised November 2002 The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0265-671X.htm NEW RESEARCH Total quality management principles and practices in China Jin-Hai Li International Business School of Nankai University, Tianjin, People’s Republic of China Alistair R. Anderson Charles P. Skene Centre for Entrepreneurship, Aberdeen Business School, Robert Gordon University, Aberdeen, UK, and Richard T. Harrison School of Management, University of Edinburgh, Edinburgh, UK Keywords Total quality management, Private ownership, China Abstract Considers the role and practices of total quality management in...
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...Quality Practices in Modern China Issue 1. Do you see any parallels between today’s Modern China and post-World War 2 Japan? What differences are evident? Parallels • Both cultures are rich and traditional, unified or nationalistic, and have similar religions, and values (Padmalingam, 2002). • Rapid urbanisation – the move from an agricultural based society to a manufacturing (and thus urbanised) society. • Democratisation – from a centralised government to capitalist, moving from an insular to outward looking culture. • Both Japan and China have imported their technology, relying upon imitating the inventions and ideas of others. This is changing however as modern quality management is embraced. • Preference for high growth over low growth. Chovanec (2011) says of Post-W2 Japan that “Inflation was low, and there were no external constraints”. Further, he states that Money Supply and Private Fixed Investment factors are paralleled between post WW2 Japan and China today. He infers that this “high growth has spending “out of control”. With such money to spend, quality systems are easily afforded. The subject of Chovanec’s article is that the growth is unsustainable and dangerous, with China set to follow Japan’s lead and head into recessionary financial territory. • Fast growing economies that are encouraged and supported by governments. • Both countries have economically benefited from conflict and wars, as the rate of technology improvement and economic benefit...
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...Part 3: Business Quality – 5 Practice Principles By: Gautam Borah Abstract: “Business Quality – The Fundamentals”, is the first treatise in the series of Business Quality. The first part contended a new Postulate on Quality which addresses the need of an organization and customer in the current global scenario of business. The title “Business Quality - The Delivery Model” is the second treatise on the subject of Business Quality. This is the third part titled “Business Quality – 5 Practice Principles”. This part delineates the principles on which the Business Quality is predicated. The treatise proposes 5 principles which can help an organization to create the DNA of Business Quality. Introduction The first treatise in this series of Business Quality discussed the notion of Quality in the context of current global business environment and a new postulate has been reprised. The second treatise delineated a Delivery Model for the postulate. This article is the Part 3 of the same series which illustrates the Practice Absolutes of Business Quality. The intrinsic notion of the practice principles The principles presented in this article are at practice levels. Unlike strategic principles, the practice principles aim at execution and will assist the organizations to build a culture of business Quality. Besides, practiced with a suitable monitoring and measurement system, these principles will act as the operational building blocks to sustain the Business Quality initiative in...
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...Quality Practices at Nissan Motor Company Management 532 Table of Contents TITLE PAGE………………………………………………………………………..1 TABLE OF CONTENTS…………………………………………………………..2 ABSTRACT………………………………………………………………………….3 CHAPTER I – INTRODUCTION…………………………………………………4 CHAPTER II – PLAN DEVELOPMENT………………………………………..5 CHAPTER III – ANALYSIS……………………………………………………….7 CHAPTER IV – OUTLINING FINDINGS………………………………………..8 CHAPTER V – SUMMARY AND RECOMMENDATIONS…………………..9 REFERENCES…………………………………………………………………….11 Abstract Nissan Motor Company, Limited, is a global corporation with three automotive businesses (Nissan, Datsun and Infiniti) and a marine business (Nissan Marine). Nissan Motor Company and its sub-companies practice quality management using a Field Quality Center concept with 7 seven centers located around the world to serve customers. This group project discusses Nissan Motors Corporation’s history, recent quality downturn and their attempt to “expedite improvements that exceed customer expectations” to regain their lost reputation for quality. We will examine what and how quality practices have been developed and implemented by the Nissan Motor Company in response to these recent trends. In addition, we will determine if adopted quality practices have been successful in fostering a...
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...Journal of Economic Literature 2010, 48:4, 935–963 http:www.aeaweb.org/articles.php?doi=10.1257/jel.48.4.935 Quality Disclosure and Certification: Theory and Practice David Dranove and Ginger Zhe Jin* This essay reviews the theoretical and empirical literature on quality disclosure and certification. After comparing quality disclosure with other quality assurance mechanisms and describing a brief history of quality disclosure, we address two sets of theoretical issues. First, why don’t sellers voluntarily disclose through a process of “unraveling” and, given the lack of unraveling, is it desirable to mandate seller disclosure? Second, when we rely on certifiers to act as the intermediary of quality disclosure, do certifiers necessarily report unbiased and accurate information? We further review empirical evidence on these issues, with a particular focus on healthcare, education, and finance. The empirical review covers quality measurement, the effect of third-party disclosure on consumer choice and seller behavior, as well as the economics of certifiers. ( JEL D18, K32, L15, M31) 1. Introduction A young couple expecting their first child might consult healthgrades.com hospital rankings to help choose where to deliver their baby. A year later, the couple decides they need an SUV and consults performance specifications provided by manufacturers and reads Consumer Reports to learn about reliability. Soon thereafter, the couple ...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0263-5577.htm Comparing the quality management practices in UK SMEs Maneesh Kumar Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK, and Quality management practices 1153 Received 5 May 2008 Revised 23 June 2008 Accepted 17 July 2008 Jiju Antony Centre for Research in Six Sigma and Process Excellence (CRISSPE), Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK Abstract Purpose – The last two decades have witnessed an explosion of research into the area of quality initiatives (QI) such as ISO, total quality management, lean, Kaizen and its application within small and medium-sized enterprises (SMEs). However, very few empirical studies have reported the application of Six Sigma in SMEs; the reasons may be attributed to several myths associated with Six Sigma. The purpose of this paper is to assess the current status of QI in the UK manufacturing SMEs and report the differences in the quality management practices of Six Sigma SMEs against the ISO certified firms. Design/methodology/approach – A survey-based approach was adopted to understand the established quality management practices in the UK SMEs. A short survey instrument was designed by reviewing the literature on quality improvement initiatives in SMEs. A sample of 500 manufacturing SMEs across UK was selected through stratified random sampling...
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...TOWARDS A BETTER UNDERSTANDING OF SUPPLY CHAIN QUALITY MANAGEMENT PRACTICES Article: International Journal of Production Research • This paper reports the result of a comparative study of quality tools and methods adaptation by operations and supply chain managers. • SCQM is defined as a system based approach to performance improvement that leverages opportunities created by upstream and downstream linkages with suppliers and customers. • Operation management is traditional been explained by some version of an ‘inputs-transformation process- outputs’ view of the productive capability of the firms. From Quality perspective, operation managers have focused on internal activities such as process control process improvement, product design improvement and design of experiment. As a result, more and more six-sigma improvement project evolved. • In addition experts like Deming have long emphasized importance of customers and supplier. • In this paper, it explored the difference between quality management practice of operation managers and each type of managers emphasizes supply chain managers, including what quality tools. Tool can here mean the method such as benchmarking, an approach to improving quality such as process improvement team (PIT) and leadership. Literature review and hypothesis development • Supply chain management has developed as a field from the integration of operations and marketing management. As a result, a linkage with upstream firms – which...
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...workplace in response to instances of violence and poor employee relations. Employees were given an opportunity to voice their opinions and make suggestions to create a happier and safer work environment without any consequence or retaliation regardless of the feedback given. This safe environment encourages employees to be honest and open up about what they really feel should be improved in the workplace. This ties into internal processes because when employees are happy and feel secure in their positions, they are more likely to align their personal goals with the goals of the company. Happy employees are more productive and also more focused on their productivity and are more likely to be better performers and work hard to abide by the quality initiatives. The Voice of the Employee supports the Voice of the Business because the employees are the first line of business, they are the actual people working the internal processes, therefore tackling the Voice of the Employee and growing into a better work environment would be the first step into tackling any issues with internal processes. The Voice of the Business supports customer satisfaction because it is focused on the “Breakthrough Productivity Initiative”. Focusing on streamlining internal processes and productivity measures go hand in hand when measuring customer satisfaction. The whole purpose behind a productivity initiative is to increase customer service levels and increase customer satisfaction, which is the end goal...
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...Research in Brief Service quality and human resource practices: a theme park case study Jeffrey Hickman Guest Service Manager, The Disney Company, Lake Buena Vista, Florida, USA Karl J. Mayer Assistant Professor, William F. Harrah College of Hotel Administration, University of Nevada, Las Vegas, Nevada, USA Keywords Human resource utilization, Theme parks, Employee communications, Service quality Introduction In services management, the linkage between employee performance and the delivery of high quality services has been well documented in the services marketing and hospitality literature (Zeithaml and Bitner, 2000; Mohr and Bitner, 1995; Bettencourt and Gwinner, 1996). This article reviews the human resource practices that have been adopted at a major theme park in order to maximize the delivery of superior guest services. Using a case study approach, the article describes how employee strategies at the Florida Theme Park (a disguised version of the park's actual name) lead to the attainment of exceptional service quality. The Florida Theme Park (FTP), which is located in central Florida, is a large, multi-purpose facility that features water parks, resort hotels, an entertainment district, and a sports complex. The FTP employs tens of thousands of people in a variety of positions. FTP's human resource department must develop recruiting strategies and reward and recognition programs that maintain high morale and promote teamwork, particularly for its customer-contact...
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...MANAGEMENT (HRM) PRACTICES AND SERVICE BEHAVIOUR IN SERVICE QUALITY IN VIETNAM’S TOURIST HOTELS Name of Student: Email of student: Matriculation Number: SEPT ID Number: Mai Hung Manh manhmhvnpt@gmail.com 2182281 VN05-14 First supervisor: Second supervisor: Prof. Dr. Utz Dornberger Dr. Nghiem Sy Thuong 20th May 2012 22nd June 2012 Date of assignment of topic: Date of submission: TABLE OF CONTENT LIST OF FIGURE.............................................................................................. 4 LIST OF TABLE ............................................................................................... 5 ACKNOWLEDGEMENT.................................................................................. 7 ABSTRACT....................................................................................................... 8 CHAPTER 1: INTRODUCTION ....................................................................... 9 1.1. Background ............................................................................................. 9 1.2. Rationale of the research........................................................................ 10 1.3. Research objectives ............................................................................... 11 CHAPTER 2: THEORETICAL FRAMEWORK ............................................. 13 2.1. Literature review ................................................................................... 13 2.1.1. HRM practices...............
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...com/1741-0401.htm IJPPM 60,3 A study of total quality management and supply chain management practices 268 Received January 2010 Revised March 2010 Accepted March 2010 Faisal Talib Mechanical Engineering Section, Faculty of Engineering and Technology, University Polytechnic, Aligarh Muslim University, Aligarh, India Zillur Rahman Department of Management Studies, Indian Institute of Technology Roorkee, Roorkee, India, and M.N. Qureshi Mechanical Engineering Department, Faculty of Technology and Engineering, M.S. University of Baroda, Vadodara, India Abstract Purpose – The purpose of this paper is to present a set of total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review and to identify the relationships among them by comparing the identified TQM and SCM practices. Design/methodology/approach – An extensive overview of the practices of TQM and SCM is carried out using published research papers and some major TQM and SCM practices were extracted. These identified practices are then compared to explore the relationship between them for better understanding and application. Findings – The results reveal six major TQM and SCM practices from as many as 50 TQM practices and 40 SCM practices. The paper further compares these practices and found that management support and commitment, customer focus, and supplier partnership are the most common practices found in both TQM and SCM literature, and have...
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...Quality and Values Initiatives in Health Care Introduction The relationship between the external quality and value initiatives in health care has been widely discussed in academic literature. Actually, this issue is of great importance as it reflects the role of patient satisfaction in healthcare. According to researchers, “in health care, the whole notion of quality has become a source of confusion and sometimes a distraction from genuine value improvement” (McClellan, 2008, p. 23). Quality is affected by patient outcomes and satisfaction. At the same time, quality helps to determine the value in healthcare. Many quality and value initiatives are aimed at reducing health care disparities that exist in American healthcare system, as well as at improving the quality of care (McClellan, 2008). Generally speaking, various quality of care initiatives contribute to the overall success of any health are organization, including financial success and success of nursing practices. To achieve higher level of quality of health care services, it is necessary to use effective mechanisms, which involve certain changes, such as additional staffing, new equipment, adequate audits, and other changes. Health care organizations should be focused on overcoming any barriers to successful quality improvement. Quality and values initiatives in health care help to achieve this goal. The major goal of this paper is to discuss the relationship between the external quality and value...
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...exists between innovation and quality management practices. They stress the importance of innovation in business as necessary to standing out among competitors and remaining fresh within the business’s respective market. For this reason, innovation has remained a hot topic among researchers for quite some time (Kim et al., 2012). The real question at hand is whether or not quality management has anything to do with innovation, as past research has suggested quality management as a precursor to innovation. Moreover, quality management is being embraced more and more by leading companies (Kim et al., 2012). The trouble is that Kim et al. (2012) believe that past studies have been flawed, as they did not distinguish between the types of quality management in associating it with innovation. By the same token, the view of innovation by past researchers was rather simplified as well, disregarding various types. The former two flaws may be why past research results have produced such varying results (Kim et al., 2012). Consequently, Kim et al. (2012) set out to fill in the gaps by determining the connections between various quality management processes, as well as how each may or may not relate to innovation. Kim et al. (2012) begin by defining quality management as a company’s on-going effort to improve and change. As such, the practices entailed in quality management are aimed at giving the company a competitive advantage and improving the quality of its performance (Kim et...
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...TOTAL QUALITY MANAGEMENT PRACTICE IN SMALL AUDIT FIRMS IN NIGERIA CHAPTER ONE INTRODUCTION 1.1 Background of the study Total quality management (TQM) practices in small audit firms have had accounting antecedence. The concept can be traced back to early 1920 production control idea notably, the concept developed in the late 1940’s and 1950’s, pioneered by American Feigenbaum, Deming and Juran. The concept total quality management (QTM) has many definitions. The gurus of total quality management discipline like Deming, Juran, Crosby, Ishikawa and Feigenbaum defined the concept in different ways, but still the essence and spirit remained the same. According to Deming, quality is a continuous improvement process towards predictable degree of uniformity and dependability. He identified fourteen principles of quality management to improve productivity and performance of an organization. Juran defined quality as “fitness for use”. According to him, every person in an organization must be involved in the effort to make products or services that are fit for use. Crosbly defines quality as conformance to requirement. His focus was on zero defects and doing it right the first time. Ishikawa also emphasized importance of total quality control to improve organizational performance. According to him, quality does not only mean the quality of products but also of after sale services, quality of managing the company itself and the human life. Feigenbaum defined total quality management...
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...Total Quality Management Vol. 23, No. 11, November 2012, 1227–1239 Which HRM practices contribute to service culture? Akiko Ueno∗ ,† Royal Docks Business School, University of East London, Docklands Campus, 4-6 University Way, London, E16 2RD, UK It is known that Human Resources Management (HRM) can help to develop service culture, which will in turn improve service quality. The purpose of this article is to determine the relative importance of six HRM practices in terms of their impact on culture. A questionnaire survey of medium and large-sized UK service businesses was conducted. The results reveal that there is a strong association between culture and HRM practices, and that some management practices are more strongly associated with culture than others. Further research should explore the reasons why some HRM practices are more contributory to culture than others. Service businesses in pursuit of service quality should make use of these HRM practices for developing service culture in their organisations. This research has confirmed a strong association between culture and HRM practices, and also clarified the relative importance of HRM practices in terms of their impact on culture in order to improve service quality. Keywords: culture; HRM; services Introduction This article investigates the relative importance of six Human Resources Management (HRM) practices in terms of their impact on culture in order to improve service quality. In a previous study, it was found...
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