Search results

1 – 10 of over 166000
Article
Publication date: 1 April 1994

Eric Sandelands

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another…

Abstract

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

Details

International Journal of Health Care Quality Assurance, vol. 7 no. 4
Type: Research Article
ISSN: 0952-6862

Article
Publication date: 1 May 1994

Eric Sandelands

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another…

Abstract

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

Details

International Journal of Bank Marketing, vol. 12 no. 5
Type: Research Article
ISSN: 0265-2323

Article
Publication date: 1 April 1994

Eric Sandelands

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another…

2798

Abstract

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

Details

Health Manpower Management, vol. 20 no. 4
Type: Research Article
ISSN: 0955-2065

Article
Publication date: 1 May 1994

Eric Sandelands

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another…

Abstract

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

Details

Library Management, vol. 15 no. 5
Type: Research Article
ISSN: 0143-5124

Article
Publication date: 1 February 1998

Iris Mohr‐Jackson

The academic marketing literature reflects remarkably little effort to conceptualize total quality orientation, which is key to understanding customer satisfaction. The…

2014

Abstract

The academic marketing literature reflects remarkably little effort to conceptualize total quality orientation, which is key to understanding customer satisfaction. The author synthesizes extant knowledge on the subject and provides a foundation for future research by delineating the domain of the total quality orientation construct and providing an operational definition. The author draws on academic and practitioner writings from multiple disciplines, and 50 in‐depth interviews with corporate executives in a broad spectrum of manufacturing and service organizations.

Details

European Journal of Marketing, vol. 32 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 May 1994

Eric Sandelands

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another…

1015

Abstract

For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.

Details

Library Review, vol. 43 no. 5
Type: Research Article
ISSN: 0024-2535

Article
Publication date: 3 October 2019

Guilherme Tortorella, Ricardo Giglio, Flavio S. Fogliatto and Rapinder Sawhney

The purpose of this paper is to examine the mediating effect of learning organization dimensions on the relationship between the implementation of total quality management…

1750

Abstract

Purpose

The purpose of this paper is to examine the mediating effect of learning organization dimensions on the relationship between the implementation of total quality management practices and companies’ operational performance improvement.

Design/methodology/approach

The authors carried out a cross-sector survey with 135 Brazilian manufacturing companies that have been implementing total quality management as an organizational strategy for at least five years. Collected data were analyzed using multivariate data analysis techniques.

Findings

The findings provide guidelines for manufacturers to increase their learning capability by reinforcing the implementation of total quality management practices, whose synergistic effects may be currently neglected. Results show that an enhanced organizational learning capability can significantly impact the improvement level of operational performance through the application of total quality management practices.

Originality/value

Several authors have investigated the relationship between total quality management implementation and learning organization aspects. However, most studies examined their relationship from a narrow perspective or under specific contexts, lacking empirical validation of their concurrent effect on operational performance improvement. The study aims at bridging this gap.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 1 June 1990

Pieter J.A. Nagel and Willem W. Cilliers

In recognising the need to research the conceptof customer satisfaction the study aims to developa strategic approach to measuring a customer′ssatisfaction with a…

5793

Abstract

In recognising the need to research the concept of customer satisfaction the study aims to develop a strategic approach to measuring a customer′s satisfaction with a particular enterprise. The study is an attempt to (1) develop an overall concept of customer satisfaction; (2) provide a detailed relationship structure for implementation within a company; and (3) identify potential research areas. A basic premiss of the study is that the focus should be on maximising total product value to the customer; and then, second, that customer satisfaction of external customers is inter‐dependent on the satisfaction of internal customers. The framework of the research centres on a proposed model which integrates all aspects so as to maximise the potential of the organisation and all its subsystems to create and sustain satisfied customers. The approach begins with a conceptualisation phase in which the concept of customer satisfaction is explored. Attributes are then classified into services and this is then extended to integrate the internal customer into a total service model; applying gap‐analysis to this model. Enterprise satisfaction provides the basis for extending the total service model; positioning is applied to the customer satisfaction strategy; and operationalising of this strategy is proposed through an implementation model.

Details

International Journal of Physical Distribution & Logistics Management, vol. 20 no. 6
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 1 December 1998

A. Gunasekaram, S.K. Goyal, T. MArtikainen and P. Yli‐Olli

This paper deals with total quality management (TQM) with an emphasis on developing suitable strategies for improving quality and productivity in manufacturing systems. In…

3629

Abstract

This paper deals with total quality management (TQM) with an emphasis on developing suitable strategies for improving quality and productivity in manufacturing systems. In recent years, TQM has been seen as an important strategy for achieving success in business both in terms of quality and productivity. However, there seem to be no clear strategic framework and guide‐lines for implementing TQM in manufacturing in the light of available advanced production concepts and technologies. A review of previous implementation approaches of TQM in practice has been presented in order to gain further insights into the implementation aspects of TQM. The main objective of this paper is to present a general framework for the development of TQM in manufacturing organizations considering the recent developments in production concepts and technologies and competitiveness among firms to utilize quality as a competitive weapon.

Details

International Journal of Quality & Reliability Management, vol. 15 no. 8/9
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 August 1994

Paul D. Larson

While the purchasing literature notes the importance of quality, itreports little empirical study into causes and consequences of supplierproduct quality. Develops, tests…

2781

Abstract

While the purchasing literature notes the importance of quality, it reports little empirical study into causes and consequences of supplier product quality. Develops, tests and finds empirical support for the following propositions: higher levels of buyer‐supplier co‐operation lead to higher product quality, and lower total costs; higher product quality yields lower total costs. These results are based on survey responses from over 500 members of the National Association of Purchasing Management (NAPM), who purchase components for manufacturing firms.

Details

International Journal of Physical Distribution & Logistics Management, vol. 24 no. 6
Type: Research Article
ISSN: 0960-0035

Keywords

1 – 10 of over 166000