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1 – 10 of over 6000This paper presents nine different methods and approaches useful for performing human reliability and error analysis in health care. These methods are failure modes and effect…
Abstract
This paper presents nine different methods and approaches useful for performing human reliability and error analysis in health care. These methods are failure modes and effect analysis (FMEA), root cause analysis (RCA), fault tree analysis (FTA), cause and effect diagram (CAED), hazard operability study (HAZOP), probability tree method, error cause removal program (ECRP), man‐machine systems analysis (MMSA), and the Markov method. The applications of many methods are demonstrated through nine solved examples.
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Presents recent examples from diverse sets of circumstances withidentification of the particular origin that caused the events to occur.Suggests the solution to error avoidance…
Abstract
Presents recent examples from diverse sets of circumstances with identification of the particular origin that caused the events to occur. Suggests the solution to error avoidance lies in asking the question, “What is the worst that can happen?” If it can happen, it will, and effective action in planning its avoidance must be taken.
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The purpose of this paper is to examine Philip B. Crosby’s 14 quality principles and analyze the interaction between them. Hitherto no research has been published on the…
Abstract
Purpose
The purpose of this paper is to examine Philip B. Crosby’s 14 quality principles and analyze the interaction between them. Hitherto no research has been published on the implementation of total quality management (TQM) using Crosby’s 14 principles. To fill this gap, interpretive structural modeling (ISM) and Matrix Impact Cross-Reference Multiplication Applied to a Classification (MICMAC) analysis have been designed to prioritize, sequence and categorize variables to find both the dependence and driving power of these variables.
Design/methodology/approach
At the initial stage experts from industry as well as from academia were contacted to provide an input for ISM methodology and examine interactions between identified variables. In this approach, interpretations of the interrelationships among variables have been discussed, whereas MICMAC analysis is used to discover dependence and driving power.
Findings
The results of the investigation revealed that “Management Commitment,” “Quality Improvement Team,” “Quality Awareness,” “Supervisor Training,” “Goal Setting” and “Cost of Quality Evaluation” are strategic requirements; “Corrective Action,” “Zero Defects Day” and “Error Cause Removal” are tactical requirements. “Recognition,” “Quality Measurement,” “Quality Councils” and “Do It Over Again” are operational requirements for TQM applications.
Originality/value
ISM is used as a part of this research to provide valuable insights into interrelationships among Crosby’s quality principles through a systematic framework. The research opens up a new focus area on the implementation of TQM for services as well as for the manufacturing industry.
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Many industrial analyses require the resolution of complex nonlinear problems. For such calculations, error‐controlled adaptive strategies must be used to improve the quality of…
Abstract
Many industrial analyses require the resolution of complex nonlinear problems. For such calculations, error‐controlled adaptive strategies must be used to improve the quality of the results. In this paper, adaptive strategies for nonlinear calculations in plasticity based on an enhanced error on the constitutive relation are presented. We focus on the adaptivity of the mesh and of the time discretization.
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Nick Johns and John Chesterton
Describes the development of a continuous quality improvement process atcomponent manufacturer ICL Kidsgrove. Traces early innovative work withquality circles through to the…
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Describes the development of a continuous quality improvement process at component manufacturer ICL Kidsgrove. Traces early innovative work with quality circles through to the effects of a company‐wide quality process. Structures, systems and staff practices have all changed considerably during the past ten years. Discusses the benefits and problems of such an approach and also examines ways in which this know‐how can be transferred to service industries such as the hospitality sector.
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The system of Poka‐yoke (mistake‐proofing) and source inspection are the two major elements of Zero Quality Control (ZQC). This systematic approach to preventing defects…
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The system of Poka‐yoke (mistake‐proofing) and source inspection are the two major elements of Zero Quality Control (ZQC). This systematic approach to preventing defects, established by Shigeo Shingo, creates the conditions for zero defects in any working environment.
This article discusses the total quality management (TQM) movement and then elaborates about W. Edwards Deming’s experiences and views. Finally, there is a comparison of total…
Abstract
This article discusses the total quality management (TQM) movement and then elaborates about W. Edwards Deming’s experiences and views. Finally, there is a comparison of total quality management and the Deming approach to quality management. The TQM movement was attractive to many organizations during the 1980s and the first half of the 1990s. To succeed, total quality management had many long‐term require‐ments. One of these was that top management must have a passion for the subject. Without this sustained passion top management’s attention and energy towards TQM would be diverted to other pressing needs. While Deming insisted that there was no “instant pudding”, many consultants in establishing themselves with a client suggested short‐term gains. Because of this search for short‐term gains, process improvement and reductions in cycle time became very popular and in some cases a final objective. Unfortunately, after they ran their short‐term course, many efforts collapsed and TQM was often declared a failure.
The purpose of this paper is to examine the various contributions made by Gurus who have impacted significantly on the theory and practice of total quality management (TQM) over…
Abstract
Purpose
The purpose of this paper is to examine the various contributions made by Gurus who have impacted significantly on the theory and practice of total quality management (TQM) over the past 100 years.
Design/methodology/approach
The paper uses the solid foundation created by the various thoughts, concepts, principles and methods contributed by specifically considered individuals.
Findings
The methodology makes the case for the legacy that TQM has created and in particular, its unique additions to theory building.
Originality/value
A unique examination of a century of TQM Gurus.
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Abby Ghobadian and David Gallear
Notes a broad agreement that small and medium‐sized enterprises (SMEs) fulfil a critical role in modern economies, and therefore their ability to survive, remain competitive and…
Abstract
Notes a broad agreement that small and medium‐sized enterprises (SMEs) fulfil a critical role in modern economies, and therefore their ability to survive, remain competitive and produce high quality outputs is of utmost importance at both micro and macro levels. Focuses on total quality management (TQM), a new management paradigm, which is successfully competing with the well‐established paradigms such as scientific management. Argues that implementation of TQM principles can potentially help SMEs to enhance their robustness, as well as improve the quality of their final output. However, observes that, by comparison with the large organizations, SMEs have been slow in implementing TQM. Examines the differences between the characteristics of SMEs and large organizations; the relationship between the size of organization and inherent characteristics of TQM; and the effect of organization size on the implementation of TQM using deductive research. Using the case data, develops a ten‐step methodology for the implementation of TQM in SMEs.
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In today's progressive business environment, it is an accepted fact in many firms that the effective management of logistics activities is a prerequisite to overall cost…
Abstract
In today's progressive business environment, it is an accepted fact in many firms that the effective management of logistics activities is a prerequisite to overall cost efficiency, and the ability to assure the competitive pricing of products and services. Also, there is a growing tendency among corporate executives to view logistics capabilities as being among the key ways in which the firm can differentiate its products and services from those of its competitors.