Search results

Notes that medical participation in organization‐wide quality programmes and leadership of quality is commonly viewed as the key to a successful programme. Reviews and reports research into doctors’ involvement in such programmes as distinct from doctors’ involvement in medical quality activities. Reveals the lack of systematic evidence on the subject, suggests areas for future research, and summarizes what is known. Gives recommendations based on reported research and experience for quality training for doctors and how medical managers might engage their colleagues and other professions in quality programmes.

The influence of quality on customer perceptions and thereby consumption behavior has led some analysts to call quality the single most important factor for long‐term competitive success. It is not surprising then that almost everyone agrees that quality is vital and that every company needs to have a well‐designed and executed quality program in place. Unfortunately, quality programs often fail to deliver the outstanding – parts per million – quality that is required for competitive advantage. Quality programs have proven to be difficult to implement successfully, leading many to ask, “Why is it so hard to implement a successful quality management program?” The research discussed in this paper specifically addresses this issue of implementation difficulty. Insight from over 300 quality directors reveals that obtaining managerial commitment, establishing a quality culture, and fully involving employees are the three most intractable challenges encountered in the implementation of quality programs. Indeed, these three issues represent almost half of the problems identified by the quality directors. As managers approach the implementation of a new quality program, they must use a methodology that can overcome the challenges to implementation by first garnering managerial commitment and establishing early quality successes. Building momentum based on measurable successes is critical to establishing a quality culture.

This article presents the findings of a comprehensive, exploratory survey concerning transportation quality improvement programs. Various quality improvement program dimensions were compared among two groups of respondents: those who experienced market share increases or cost decreases associated with the quality programs, and those who did not. The survey examined firms’ general focus on quality and customers, the use and design of formal quality improvement programs, and the success and current status of these programs. A number of significant quality program differences were found when comparing the two groups, including differences in top management support, benchmarking practices, customer interaction, and program design elements.

Private universities in Ghana are perceived to offer low-quality education, even though the few studies conducted have produced contradictory findings. In addition to the paucity of research in this area, the debate has not largely reflected the views of alumni. This study aims to present the perspectives of a major stakeholder group in education on the quality of the accounting programme offered by a chartered private university in Ghana.

A survey questionnaire was sent to 150 alumni from a private university who graduated between 2011 and 2015 to gather data and analysed using descriptive statistical methods and hierarchical factor analysis.

In contrast to the perception of low-quality programmes in private universities in Ghana, the alumni group believed that the private institution offered good-quality accounting programmes. The accounting programme was accessed to be fit for its purpose, and it has generally transformed the lives of the alumni group, thus making the programme meet their quality expectations.

The study’s findings are an important contribution to the debate on the quality of private universities programmes in general and specifically in accounting.

Although some research has been done on quality assurances and accounting programmes in public universities in Ghana, the authors know very little about the quality in private universities. The study presents the opinions of an alumni group on the controversy over private universities quality of education. This study closes a gap in the literature.

The importance of training in the implementation of a quality programme is well known. Training is needed to improve ability, to learn new techniques, and to stimulate involvement in the goals and objectives of the firm. Presents some of the results of a study made of a sample of 44 small firms in Valencia, on the Mediterranean coast of Spain. The research has shown what specific characteristics and obstacles training for quality has encountered in these firms. The narrow focus of the majority of these quality programmes was an obstacle to overcoming resistance to change and lack of interest, problems which were frequently encountered. The research also detected a relationship between participative management and the training of managers for quality.

The purpose of this paper is to identify the relationships as to complementarities and redundancies of the main quality programs in large Brazilian companies by a comparative and critical analysis of their implementation in those companies.

In the paper the survey methodology was utilized. The data collection was done from “Ranking Valor 1000” list, which comprises the 1,000 largest Brazilian companies; the assumption was that in these companies the embryos of the emerging models in quality management were to be found. The data collected from questionnaires were analyzed through statistical methods.

The findings showed that the large organizations in Brazil have been investing in quality programs.

This paper presents the limitations which are inherent to the research method applied, that is, the results should not be generalized because the collected data are not originated in a probabilistic sample.

The paper shows that the companies where the Six Sigma program was implemented are those with the strongest tradition in the market; the companies that most invested in quality by adopting these programs were successful according to the quality performance indicators as well as concerning the return on investment; and the main causes of failure in the quality programs analyzed in this study were shortage of financial resources for the proper implementation of the programs and the fragile support given by the company management.

This paper may prove to be significantly helpful to a better and deeper understanding of the factors influencing the quality programs adopted by Brazilian companies.

The purpose of this paper is to investigate the beliefs of undergraduate business students studying in Canada and partners in China about the quality of the program; what they consider effective signals of quality; and their willingness to pay to improve the quality.

A survey was designed and distributed to 481 students in the transnational program during the 2009 and 2011 academic years. Statistical tests were conducted to examine mean differences in the perception of quality, different signals of quality and willingness to pay to improve quality.

The findings of the study indicate that Canadian University and Chinese partner students, mostly in their final years of study, have similar beliefs about the quality of the program. They consider the program as good quality but not top rated. Chinese partners' students in their earlier years of study have a lower perception of quality but this gets better as they progress through the program. Students perceive high quality reputation and professional accreditation as equally important in terms of signalling quality. Finally, many students are willing to pay more to improve the quality of the program.

Some limitations of the study include convenience sample selection and size, translation of survey, the framing of the survey questions and controlling for factors such as grade point average, gender and other factors.

The paper provides important information to monitor quality and to place a value on pursuing accreditation and tuition fee increases.

Students' perception of quality has remained under‐examined in the literature. The research establishes a framework which can lead to future explorations.

This study explored the experiences of quality professionals with the Hazard Analysis Critical Control Point (HACCP) system in the food industry in Canada. Similarities and differences between HACCP and ISO 9000 quality management systems were also highlighted. In this study, qualitative research was undertaken with selected medium to large‐sized food manufacturing companies. In‐depth telephone interviews were performed with quality professionals to allow the researcher the opportunity to elicit expertise and experience that are unique to the respondent. While the study was designed to be exploratory in nature and to form the basis for future research, several themes were identified. First, all companies used HACCP in conjunction with other internal programs such as product testing and supplier qualification to ensure product quality. Second, all companies perceived internal auditing as a way to ensure the quality programs. Finally, companies that had implemented both HACCP and ISO 9000 mentioned two main obstacles, i.e. resistance to change and fear of documentation.

Contrasts idealised versions of quality assurance systems and quality improvement programs. Notes that only powerful customers such as defence procurement agencies can impose quality assurance systems; also points out that individual customers are weak customers whose only power is the ability to move from one supplier to another. Outlines the conditions under which a customer will be able to impose a quality assurance system on the supplier. These conditions include, for example, that there should be an excess of capable suppliers. Points out that quality improvement programs, on the other hand, are initiated and sustained by the supplier’s own top managers. Considers also the role of such factors as industry regulators.

The paper explores some factors that may lead to middle managers in organisations holding differing views on their quality programs. In particular, it considers the possibility that differing views are related to job role. The data are from research into the beliefs and attitudes of middle managers towards quality programs in 21 Australian organisations. Findings suggest that quality specialists have more positive views of their companies’ quality programs than other job groups. There was no evidence to suggest that those in operations‐type roles have more positive views about their quality programs than those in non‐operational roles, even though the history of quality development suggests otherwise.