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Facilitating total quality through effective project management

M.T. Hides (University of Salford, Salford, UK)
Z. Irani (Brunel University, Uxbridge, UK)
I. Polychronakis (University of Salford, Salford, UK)
J.M. Sharp (University of Salford, Salford, UK)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 1 June 2000

Abstract

Examines the impact of introducing TQM on a project‐by‐project basis. A framework, suggested by Taylor and Meegan (Taylor, A. and Meegan, S., “Factors influencing a successful transition from ISO 9000 to TQM. The influence of understanding and motivation”, International Journal of Quality and Reliability Management, 1997, Vol. 14 No. 2, pp. 100‐17) discusses the role of senior executives in the transition from ISO 9000 to TQM. This framework is then used as a means for examining project management and TQM (particularly the emphasis on continuous improvement) literature. The critical review of the literature addresses senior management commitment, development needs of senior directors, company‐wide employee involvement, reward recognition, orientation towards strategic management and core competencies and organisational capability. The theory underlying the transition from ISO 9000 to TQM is then empirically tested within a case study.

Keywords

Citation

Hides, M.T., Irani, Z., Polychronakis, I. and Sharp, J.M. (2000), "Facilitating total quality through effective project management", International Journal of Quality & Reliability Management, Vol. 17 No. 4/5, pp. 407-422. https://doi.org/10.1108/02656710010298427

Publisher

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MCB UP Ltd

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