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Claims that failure to integrate productivity in total quality management (TQM) projects leads to ineffectiveness in management of manufacturing systems. Establishes a…
Claims that failure to integrate productivity in total quality management (TQM) projects leads to ineffectiveness in management of manufacturing systems. Establishes a generalized manufacturing systems model based on the analysis of the results of literature and industrial surveys. Explores the need to adopt the strategic management approach to develop a productivity management model that could integrate with the existing successful quality management model. Identifies the conceptual and strategical elements of productivity and models them under the name “strategic productivity management” (SPM). Describes the pilot study carried out to validate SPM and explores the future direction of work.
The purpose of this paper is to explore the relationship between effective strategies to improve the quality and quality management of allocated resources for the…
The purpose of this paper is to explore the relationship between effective strategies to improve the quality and quality management of allocated resources for the successful implementation of the strategies. For this purpose, three quality management resources (human, organizational and technological) and eight different strategies related to quality are considered.
The paper employs the fuzzy analytic network process (FANP) to prioritize and model the interactions between eight strategies, the three types of resources (human, organizational and technological) needed for effective strategy implementation and the ability to enhance quality. Then, Goal Programming (GP) is formulated by the output of the FANP to identify the extent to which each single strategy is inhibited by a lack of (or overloaded by) resources.
The first three priorities of strategies identified by the FANP include continuous management of quality system, continuous use of human knowledge and continuous approach toward target, and the order of resources is as follows: human resources, organizational resources and technological resources. The results obtained showed the largest share of human resources and its crucial role in improving the quality of the products. The contribution of organizational resources amounts to half of the contribution of human resources.
The main contribution of this paper is to employ the FANP to prioritize, whereas in prior studies in this area, priorities were conducted as definitive, and uncertainty in the opinion of experts was not considered. In this paper, the FANP–GP combined method is used.
Points out that the concepts of total productive maintenance (TPM) were formulated by combining the principles of total quality control (TQC) and maintenance engineering…
Points out that the concepts of total productive maintenance (TPM) were formulated by combining the principles of total quality control (TQC) and maintenance engineering. Claims that the theory of TPM is not yet exhaustive. Proposes a model called “strategic maintenance quality engineering” (SMQE) to make the theory of TPM exhaustive. Deals with the last phase of SMQE which envisages the evaluation of each cycle of SMQE performance. Applies benchmarking with suitable modifications to carry out the last phase of SMQE. Presents the salient features of pilot implementation study conducted in two companies. Suggests that the use of information technology (IT) for benchmarking SMQE would aid in improving strategic maintenance quality more effectively.
The purpose of this paper is to optimize the gas metal arc welding (GMAW) process input parameters simultaneously considering the multiple output variables (bead width…
The purpose of this paper is to optimize the gas metal arc welding (GMAW) process input parameters simultaneously considering the multiple output variables (bead width (BW), bead height (BH) and depth of penetration (DP)).
Grey‐based Taguchi approach was used for designing the experiment, L27 orthogonal array was used which composed of three levels and 27 rows, which means that 27 experiments were carried out. Design of experiments was selected based on a four welding parameters with three levels each. The selected welding parameters for this paper are gas flow rate, voltage, travel speed and wire feed rate. The bead‐on‐plate welding trials are carried out on AISI 904L super austenitic stainless steel (SASS) sheets and evaluate the shape of the fusion zone depends upon a number of input parameters.
Bead‐on‐plate welding of 904L SASS sheet is successfully performed (without any cracks and discontinuity) by GMAW process and the bead profiles are measured. The predicted bead profiles have the better DP and lower BH and BW. It is found that the optimized setting values are improving the response values by 10 per cent.
The optimal welding conditions are identified in order to increase the productivity and minimize the total operating cost. The process input parameters effect is determined under the optimal welding combinations.
Reviews the global status of total quality management (TQM).Emphasizes continuous quality improvement as one of the main pillars ofTQM. Illustrates a part of the research…
Reviews the global status of total quality management (TQM). Emphasizes continuous quality improvement as one of the main pillars of TQM. Illustrates a part of the research that was carried out to examine Taguchi′s on‐line quality control (TOLQC) methods as the means to effect continuous quality improve‐ment. Describes a case study that was carried out to study the implementation feasibilities of TOLQC methods. Highlights the inferences drawn from this case study which assert the need for managerial approach rather than mere technical computations for successful implementation. Insists on intensified training and awareness programmes on the implementation strategies of these methods to attain the ultimate goals of TQM.
Deals with the dynamic scheduling problems and solutions of jobshop comprising six work centres and n components. Concerns thebehaviour of the system, with the arrival of…
Deals with the dynamic scheduling problems and solutions of job shop comprising six work centres and n components. Concerns the behaviour of the system, with the arrival of urgent orders and normal orders. In a typical manufacturing system, urgent orders are scheduled for processing based on their urgency and given priority over normal orders. Describes an analysis of urgent order processing on the basis of non pre‐emptive priority and pre‐emptive resume priority over normal orders. Enumerates manufacturing system performances which had been analysed for the two most popular scheduling rules – first in first out (FIFO) and shortest processing time (SPT) – through a system simulation program. Concludes by asserting that the simulation program can be used to schedule the manufacturing system dynamically by choosing the appropriate scheduling rule to measure optimal system performance leading to higher productivity.
Examines the successful implementation of quality circle programmes in manufacturing firms. Presents work carried out during a research project undertaken to analyse the…
Examines the successful implementation of quality circle programmes in manufacturing firms. Presents work carried out during a research project undertaken to analyse the difficulties manufacturers and quality managers presently face in implementing successful quality circle programmes and develop an expert system to overcome these difficulties by providing expert advice and solutions. Discusses the importance of quality circle programmes in total quality management, and appraises the ability of the expert system to implement them. Illustrates the development methodology and functioning of the IBM PC‐based expert system developed during the research through a number of figures which include sample runs. Concludes by describing the primary benefits of this expert system and efforts taken to validate it.
Strategic ambitions can function as drivers of improvement in organizations. Continuous improvement is driven by strategic ambitions to: design quality into the structure…
Strategic ambitions can function as drivers of improvement in organizations. Continuous improvement is driven by strategic ambitions to: design quality into the structure of the organization; plan and control improvements; assure improvements; set and realize improvement goals; position the organization in the market as a “high quality” organization; and create value in interaction with stakeholders. An analytical framework based on these drivers is described. A research project is carried out in the organization of DaimlerChrysler Netherlands. The improvement processes in this organization are analyzed with the framework. The research project indicates that the improvement processes are driven by the strategic ambitions of the organization.
Quality management practices do support the management of strategically important innovation processes. This conclusion is based on empirical research in the Dutch…
Quality management practices do support the management of strategically important innovation processes. This conclusion is based on empirical research in the Dutch construction industry. A large‐scale innovative construction project is intensively studied during a three‐year period. The quality management practices that are used in this project to support the management of strategically important innovation processes are described and analyzed. The description and analysis is based on an analytical framework that consists of six quality management practices: design, planning, systems, goal, positioning, and interaction practices. The analytical framework is based on a theoretical study in the field of strategic quality management. The empirical research points out that planning, positioning and interaction practices in quality management support the management of strategic innovation. It also indicates that systems and goal practices in quality management can be supportive to the management of strategic innovation.
Aims principally to identify the main issues relating to the strategic impact and application of total quality management (TQM). Uses a grounded theory inductive research…
Aims principally to identify the main issues relating to the strategic impact and application of total quality management (TQM). Uses a grounded theory inductive research methodology involving 19 case study organisations. In this approach, the deep rich data gained through the dialogue and story telling, is critical to the research study findings. Therefore, the findings are presented largely in the form of transcript quotes and coding analysis. Furthermore, the grounded theory approach enables simple constructs to be created and developed throughout the research discourse. The findings indicate that largely bureaucratic approaches to TQM and strategy exist without proper integration of employee and customer feedback. TQM mainly impacted the strategy process at the objective setting level, forming a strategic‐operational divide, reflecting a tactical emphasis for TQM deployment. Thus, there is a need for TQM to be considered from a philosophical level rather than simply as an operational tool. A considerable gap was found to exist between organisational rhetoric, in relation to strategy and TQM, in comparison to organisational practice.