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Although many adherents openly praise the importance of quality management practices (QMP) in organisations, others have identified significant costs and implementation obstacles. Some recent studies showed that QMP have failed due to the ignorance of quality cultures. How to improve the success rate of QMP in organisations has become a critical issue both in the academy and in practice. This paper discusses the common enablers of and cultural impacts on QMP. It explores the dimensions of national versus organisational culture, and identifies the main features of four quality culture models as advocated in the literature in relation to facilitating QMP in organisations. It was found that flat structures, decentralised functions, empowerment, flexibility, innovation, limited rules and regulations and teamwork favor the QMP implementation. For facilitating culture changes for QMP, values associated with low power distance, low uncertainty avoidance and collectivism would have to be nurtured. Further research is needed to incorporate the findings and develop a practical quality culture approach for real applications in industry.

Discusses the quality strategy deployment (QSD) processes, and addresses how service organizations identify customers’ needs in relation to the development of viable strategies and deployment of quality services using the quality function deployment (QFD) and the hoshin kanri techniques. An integrated QFD/hoshin approach is proposed to help develop viable strategies and attain service quality deployment. An implementation case of the approach is presented based on a recent QSD study in a typical engineering service organization – the Manufacturing Engineering Laboratory (MEL) of City University of Hong Kong. Incorporating the findings of the study, this paper sets forth the identification of the voice of customers (VOC), the building of a house of quality (HOQ), and the deployment of organizational strategies. Besides, a generic 13‐step guideline of QSD process is elaborated for assisting service organizations to attain continuous performance improvement. Effective implementation of the QFD/hoshin guideline and monitoring the QSD process must garner organizational support and commitment.

With the proliferation of several quality awards and standards, many organisations have taken their initiatives to employ different awards and standards in one form or another to sustain competitive edge. The ultimate objective of a self‐assessed quality management system (SQMS) is to assist the organisation in its quest for corporate performance, business results and financial health. It can be achieved through proceduralising organisational activities and increasing uniformity and conformity of repeated tasks. This paper presents the compatibility of assessment criteria of the Baldrige Award with the conformity requirements of both ISO 9000 and ISO 14000. A SQMS is built upon these criteria and requirements. The core concepts and skeleton of the system are explained, and its applicability is illustrated with reference to an implementation case in an engineering organisation in Hong Kong.

With the increasing level of competition in many competitive environments, a body of research regards the ability to formulate and implement a formulated strategy as an equally important source of competitive advantage. The rate of change in both internal and external environments of manufacturing firms is increasing, which necessitates that increased attention be paid to strategic planning and strategy formulation. This paper reviews the concepts of strategy, strategic planning and strategy formulation. It then discusses the common strategy determinants and describes the characteristics of several planning frameworks and methodologies. A conceptual synergy model for strategy formulation is proposed, and its features and characteristics are presented along with a discussion of its applicability in manufacturing enterprises.

The increasing consciousness of environmental protection has fostered the development of environmental management systems (EMS). ISO 14001 is an international standard that provides guidance for the establishment and monitoring of EMS implementation. Investigates the development of environmentally‐friendly construction operations based on a recent study in Hong Kong. Contributes to identifying the elements and processes of EMS implementation, and explaining the procedural guideline of a seven‐step EMS approach in managing construction practice. Incorporating the compliance requirements of ISO 14001, the approach addresses the policy, the implementation and monitoring, and continuous improvement of construction operations. The tangible and intangible benefits of the approach are also discussed with reference to the experiences of the Housing Department in Hong Kong. The approach may also be useful for construction practitioners to manage the EMS processes and assess their environmental performance towards continuous improvement.

Strategic information systems contribute to enhance managerial understanding in terms of organisational development and business success. In particular, they assist in making timely business decisions and formulating feasible strategic plans. In practice, a strategic information system consists of several modules performing different functions such as strategic prerequisites, strategic directions and so forth. The integration of these modules to form a unified system is an essential task for achieving an efficient as well as effective strategic information system. In today’s business environment, where there are a great variety of standards in various computer systems that make the linking of modules to enable bi‐directional electronic data interchange difficult and costly. This paper attempts to introduce a model which embraces a neutral format approach to realise the efficient and reliable information flow among various modules of a strategic information system. Furthermore, the proposed guidelines for implementing such a system using the neutral format generalisation technique are also covered.

Nowadays, designing and manufacturing of environmental friendly products has become an integral part of business strategy. Increasing consciousness of environmental protection has fostered the development of environmental management systems (EMS). In this paper, the critical decision criteria, sub‐criteria and benefits of ISO 14001 EMS were studied using an analytical hierarchy process (AHP) approach. An empirical study was performed to investigate the relative weights and priorities of these criteria and benefits. An AHP decision model of EMS adoption was established, and a set of decision criteria, sub‐criteria and benefits of ISO 14001 EMS was examined. By consolidating the acquired judgements of executives and consultants from a number of ISO 14001 registered organizations, this paper demonstrates that the AHP decision model can be developed to help organizations study the ISO 14001 EMS adoption problem. The decision criteria and benefits of the adoption can be assessed in an analytical way.

Nowadays, the competitiveness of any organisations rests dominantly on how they can manage their performance. A host of performance variables such as quality, reliability, and efficiency are recognised as competitive priorities. This paper reviews the criteria and dimensions of performance measures, and discusses six core performance indicators in agribusiness operations with particular reference to the poultry/broiler farms. Besides, a holistic “Quality, Reliability and Efficiency” view of performance is proposed when developing measures for poultry agribusiness operations.

This paper empirically determines the extent to which the criteria of total quality management (TQM) are achieved in ISO 9001 certified small‐ and medium‐sized enterprises (SMEs) in Trinidad and Tobago (T&T). These criteria represent the attributes of TQM and as such one can equate these to the benefits of TQM that are achieved through ISO in SME. In addition, weaknesses are highlighted to which scarce resources could be parsimoniously allocated.

The analytic hierarchy process (AHP) methodology is used to determine the percent weightings of four categories of performance criteria that were identified via a review of quality management literature. These criteria constitute four stages of TQM implementation including top management commitment (TMC), gap analysis (GA), systems deployment (SD) and continual improvement (CI). A process model together with an AHP framework using these categories of criteria is proposed. An empirical analysis of the criteria of each stage using the AHP methodology and the expert opinion of the top management of four SME operating in T&T are used to evaluate the percent weightings of the criteria that are synonymous with TQM implementation

The findings of this study suggest that the SMEs were focused on SD and CI, but were least able to effectively determine their strategic direction. In addition, the potential benefits that could be derived from TQM criteria were lacking in the areas of TMC and GA. Having compliance requirements that deal directly with these areas would help SMEs align their quality management practices with quality culture and strategic process changes towards TQM.

Owing to the ethnographic nature of the study, it was possible to obtain data from only four SMEs.

SMEs in T&T may apply the findings of the empirical research to the design, implementation and CI of their quality management systems (QMSs).

This paper makes a contribution to the body of knowledge in the field of quality management in a region where such work is limited. It also adds value by empirically measuring TQM implementation by determining the extent to which its criteria are implemented in ISO 9001 certified SMEs.