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The purpose of this paper is to develop an optimal model of an integrated quality and safety management system (QSMS).

Keywords related with these systems were identified from international standards and subsequently mined from a selection of peer reviewed articles that discuss and propose varying forms of integrated models for both systems. Cluster analysis was used to establish the degree to which integrated models, as described in the articles were quality dominant vs safety dominant. Word counts were utilized for establishing content and attributes for each category. An optimal integrated model was developed from the final cluster analysis and substantiated by a one-way analysis of variance. Experts from industry were consulted to validate and fine-tune the model.

It was determined that characteristics of an optimal integrated model include the keywords “risk,” “safety,” “incident,” “injury,” “hazards,” as well as “preventive action,” “corrective action,” “rework,” “repair,” and “scrap.” It also combines elements of quality function deployment as well as hazard and operability analysis meshed into a plan-do-check-act type work-flow.

Given the vast array of clustering algorithms available, the clusters that resulted were dependent upon the algorithm deployed and may differ from clusters resulting for divergent algorithms.

The optimized model is a hybrid that consists of a quality management system as the superordinate strategic element with safety management system deployed as the supporting tactical element. The model was implemented as a case study, and resulted in 13 percent labor-hour saving.

The purpose of this paper is to investigate the relationships between supply chain quality management (SCQM) and firm performance (including quality safety performance and sales performance) leveraging social co-regulation as a moderator.

Using survey data collected from 203 food manufacturers in China, a series of hierarchical linear modeling analyses were conducted to test hypotheses on the relationships between SCQM and firm performance.

The findings are threefold. First, all three dimensions of food SCQM practices, i.e., supplier quality management, internal quality management, and customer quality management, have significant positive effects on an enterprise's quality safety performance and sales performance. Second, SCQM practices can also increase sales performance indirectly through quality safety performance as a mediator. Third, while social co-regulation has no significant effect on the relationship between supplier quality management and quality safety performance, it has a significant moderating effect on the relationship between internal quality management and quality safety performance, customer quality management and quality safety performance.

This study not only integrates SCQM with social co-regulation but also explores the regulating effect of social co-regulation through empirical analysis, thereby providing a theoretical base for future research. However, this research is confined to China and so the results are not necessarily generalizable to other countries.

The findings inform managers of the importance in enhancing awareness of food quality and safety as well as in improving their sensitivity to salient quality demands of external stakeholders in order to achieve better SCQM practices. The findings can also inform policymakers of the significance in designing a systematic multi-agent cooperation mechanism for food SCQM as well as to build an effective information sharing mechanism for social co-regulation of food safety.

This study contributes to knowledge by empirically examining the relationships of SCQM practices with firm performance. It also expands the scope of SCQM research by incorporating social co-regulation in the study framework.

Healthcare has undergone multiple phases in gaining understanding, accepting and implementing quality and safety, with the last 3 decades being crucial and decisive in making progress. During that time, safety has always been quoted along with quality, but the cost of error in healthcare (both in human lives and monetary cost) has been continuing to rise.

This article discusses the authors’ expert perspective in comparison to the industry’s research and practice outputs.

Healthcare has not yet defined quality and safety. This is allowing the misconception that already established quality management systems (QMSs) are fit for safety purposes as well. Even though aviation has acted as a paradigm for healthcare, further alignment in embedding safety management systems (SMS) has yet to be realised.

In this paper, the distinct nature of safety and its detachment of quality is being discussed, along with the need for clear and safety specific processes. Setting common language is the first step in establishing appropriate safety processes within SMSs, operating in tandem with QMSs, to promote patient safety successfully.

Quality and safety are two important issues in the construction industry. The industry not only looks for good quality buildings but is also keen to promote a safe working environment on construction sites. Quality management systems (QMS) as well as safety management systems (SMS) are already in place in many countries where quality and safety issues are dealt with respectively. Unfortunately, both systems are frequently considered separately. It is the contention of this paper that there are similarities between both systems and that it is technically possible and desirable to integrate a SMS within a QMS to achieve an integrated quality and safety management system (QSMS). The paper highlights the relevant safety elements and quality requirements and, by means of surveys and interviews with quality managers and safety managers, confirms that there are similarities between a SMS and a QMS, making it possible to integrate these two systems, to achieve better co‐ordination and utilisation of scarce resources.

The purpose of this paper is to identify the two kinds of supply chain quality management (SCQM) capabilities: intra-SCQM and inter-SCQM, and explore the effect of intra- and inter-food SCQM on food safety and quality, and the effect of food SCQM on domestic and export performance through food certification and corporate reputation.

Secondary data on food selling or processing firms in Western China were collected to test all the hypotheses. The data were then analyzed using the statistical technique of stepwise regression and inference was drawn based on the result.

Through utilizing secondary data sources, it is found that intra-SCQM promotes sales in domestics market with mediating role of corporate reputation, while the realization of overseas performance depend both on intra- and inter-SCQM with mediating role of food certification.

The paper study on food supply chain quality problem, the suggested approaches can be easily realized by agro-food companies to achieve international competitiveness by implementing both intra- and inter-SCQM. Meanwhile to Chinese domestic companies, it is important to strengthen inter-SCQM and food certification in order to achieve competitive advantage.

Review of literature indicated that there is a dearth of open literature that discusses food safety from the perspective of inter- and intra-organizational management. Furthermore, it was also observed that there has been no study that has taken the safety signaling perspective. The current research tires to shed some light on this important, but sparely discussed issue.

The purpose of this paper is to explore the key requirements of the Food Safety Modernization Act (FSMA), recently passed by the US Congress to safeguard the nation's food supply, and to ascertain the role of quality professionals in the management of food safety and quality systems for food facilities.

Since genesis of the Act emanates mainly from the recent upsurge in food disease outbreaks in North America, key lessons learnt from the 2008 Listeriosis outbreak in Canada were reviewed. Thereafter, a case study of developing a food safety and quality management system for a “very low risk facility” – i.e. a third party warehouse – was considered. Finally, potential connections between the sections of the FSMA and roles of various quality practitioners were discussed.

Recent study at the third party logistics warehouse revealed developing and implementing pre‐requisite programs (PRPs), i.e. mainly operational and physical controls, had a positive impact on the food safety and quality management system (FSQMS). Hence, quality practitioners may focus on PRPs to enhance compliance to FSMA requirements.

Food production, processing, packaging and/or distribution companies that export their products to the USA, as well as enterprises requiring preventive controls to ensure food safety and quality, can greatly benefit from the services of quality practitioners. Other key inputs the practitioners provide to the FSQMS include costs reduction, value addition, defects prevention, process control, maintenance and improvement.

The paper closely studies quality practitioners’ perspectives towards meeting or even exceeding the new food safety regulatory expectations in food‐related institutions.

The purpose of the paper is twofold: first, to examine the interaction of quality, safety and crisis management (CM), and second, to explore the role played by an HR department in terms of CM.

This paper consists of two parts: theoretical and empirical. The theoretical part follows the approach of an extended literature review. The empirical part illustrates the statistical analysis of the obtained data from Greek organizations that employ the largest number of employees, regardless of their business sector.

The statistical analysis allowed the authors to confirm their main research hypotheses. First, it showed the interrelationship that exists between safety, quality and CM. Second, it presented the impact of this relationship on human resources and the vital role of HR department, in case of a crisis.

Organizations and their top management can review and redesign their CM procedures according to the findings of this survey, aiming a fast recovery and a return to normalcy.

Based on the literature review, there has been a little research work on the interrelationship between safety, quality and the level of CM familiarity and the role of HR department at the times of crisis. The added value of attaining this goal may become a motivational element for any organization and its top management to continue investing more in safety, quality and CM issues.

The need to create integrated management systems (IMS) in order to handle the proliferation of management system standards is undeniable. There is also evidence in literature and practice that organizations are slowly starting to tackle the IMS issue, mainly by putting an integrated quality and environmental management system in place. Due to the existence of internationally accepted standards covering these two fields, namely ISO 9000 and 14000 series, such a scope of integration comes as no surprise. However, can and should other systems, for example, the ones for occupational health and safety, dependability, social accountability or complaints handling, be included? What would such an integration mean for the existing organizational structures and how could be it be accomplished? When we attempt to address IMS issues, do we really talk about the integration of standards, systems, both or neither? These and other important questions regarding IMS are addressed here. By means of an example from the nuclear industry, this paper focuses in particular on the integration of a safety management system within an IMS framework. Since safety is of such a paramount importance in nuclear plants, it makes sense to integrate safety requirements within a quality management system, as a possible first step in the integration efforts. Subsequently, other function‐specific requirements may be included to form a “real” IMS.

Given the fact that the effectiveness of safety management systems (SMS) have reached a no‐improvement plateau in most organisations in Hong Kong, those involved in SMS would agree that change is needed to give safety a continuous improvement momentum. The concepts, principles, tools and practices of total quality management (TQM) can be the means to obtain such a change. This paper is an attempt to apply the TQM concepts and techniques in a systematic manner into a SMS. First, the problems of a compliance‐oriented SMS adopted by most organisations in Hong Kong are summarised. Then, the needs and rationales for the establishment of TQM‐based safety management briefs, which will ultimately determine the backbone of a SMS, are illustrated. Next, a systematic process for developing and implementing a SMS that incorporates TQM principles is outlined. Finally, the problems of the integration of TQM ideas into the SMS adopted by major Hong Kong enterprises are discussed.

Given the fact that the effectiveness of safety management systems (SMS) have reached a no‐improvement plateau in most organisations in Hong Kong, those involved in SMS would agree that change is needed to give safety a continuous improvement momentum. The concepts, principles, tools and practices of total quality management (TQM) can be the means to obtain such a change. This paper is an attempt to apply the TQM concepts and techniques in a systematic manner into a SMS. First, the problems of a compliance‐oriented SMS adopted by most organisations in Hong Kong are summarised. Then, the needs and rationales for the establishment of TQM‐based safety management briefs, which will ultimately determine the backbone of a SMS, are illustrated. Next, a systematic process for developing and implementing a SMS that incorporates TQM principles is outlined. Finally, practical strategies for the implementation of a TQM‐based SMS in Hong Kong are suggested.