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Examines the involvement of all levels of employees in Hong Kong and China companies for ISO 9000 registration and maintenance. For convenience, the employee levels are divided into management, supervision, staff and operator level categories. The extent and the nature of involvement among these four levels of employees are studied and an appropriate employee strategy for ISO 9000 registration and maintenance is formulated. Based on the literature review, and the analysis of case studies and personal interviews that are conducted for selected Hong Kong and China ISO 9001/2 certified companies, we have formulated an employee involvement strategy to establish, implement and maintain the ISO 9000 based quality system. Then a questionnaire survey is conducted and the survey data are analyzed to validate and revise the strategy formulated earlier.

In order to maintain competitiveness in a global market, more Hong Kong manufacturers are continuing the pursuit of quality management after being certified to ISO 9000. They strive for other quality management practices/approaches for continuous improvement such as the total quality management (TQM). Successful implementation of the TQM generates impressive performance measures such as improved product quality, increased productivity, improved cycle time, increased customer satisfaction, improved supplier performance, stronger employee relations, and increased return on investment and market share, etc. In view of this demand, organizations need to understand and study the important issues that incorporate them in successfully implementing the TQM‐based quality systems. A survey with questions associated with the seven core elements of strategic quality management identified by Tummala et al. was conducted in 2001 in order to investigate the current quality management practices towards the implementation of TQM in Hong Kong electronics and toys products manufacturing industries. The results of the survey from both industries are compared and the key findings are summarized in this paper.

Today’s growing concern in environment awareness forces manufacturers to strive for implementing competitive strategies in environmental management. With the introduction of ISO 14001 Environmental Management System (EMS) standard in 1996, many manufacturing companies are facing a decision problem of whether or not to implement the ISO 14001 based EMS. The authors have studied the critical success factors to be considered by the Hong Kong manufacturers in this regard. The Analytic Hierarchy Process (AHP) methodology is used in the study to formulate an appropriate model to evaluate success factors and develop strategies to implement ISO 14001 based EMS in Hong Kong manufacturing companies. The model is also used to evaluate the benefits/costs ratios of implementing ISO based EMS and to decide whether or not to implement it. As the results of the model indicated, the ISO 14001 based EMS should be implemented in Hong Kong by manufacturing companies to improve their environmental performance and sustain the competitive position in the global market place, regardless of the considerable costs incurred from its implementation. This is supported by a relatively larger benefits/costs ratio with respect to implementing ISO 14001 based EMS than that of the contrary. This paper reports the findings of the study.

Evaluating project proposals with respect to safety and reliability objectives is extremely complex. Several tangible as well as intangible factors need to be considered. Also, most often these factors are difficult to measure objectively because of their nature and the lack of factual data and information. In addition, they involve uncertainties and risk. The project managers need to enumerate systematically all potential risk factors affecting the safety and reliability objectives of the project, determine the consequences and the impact of their severity, assess the likelihood of the occurrence of these consequences, and select the best course of action to contain and control risks in order to meet the specified project objectives. Develops such a framework by integrating system hazard analysis with the core elements of the risk management process (RMP) to assess potential risks and to evaluate response actions to control and manage the identified risks to satisfy the predetermined safety and reliability objectives.

Hong Kong is facing severe competition and increasing rivalry from the East Asian countries. In order to face these formidable challenges and to seize the opportunities that are available in the global marketplace of the twenty‐first century, Hong Kong manufacturing industries need to implement strategies to become globally competitive. In this paper, the dimensions of global competitiveness and the core competitive strengths of Hong Kong and China are identified and the corresponding hypotheses are formulated. A questionnaire survey conducted to collect and analyze the surveyed data examined the support for these hypotheses. Then the generalized double diamond model is used to analyze the global competitiveness and to recommend the competitive strategies for Hong Kong manufacturing industries. The survey results and the subsequent analysis indicate that Hong Kong manufacturers should integrate Hong Kong’s core competitive strengths with China’s core competitive strengths, and combine them with foreign technologies, management know‐how and global market knowledge to strengthen their global competitiveness.

This paper presents the results of a study that examines the success factors in developing and implementing supply chain management strategies for Hong Kong manufacturers. A survey was conducted recently in Hong Kong manufacturing industries to examine the importance and the extent to which the Hong Kong manufacturers practiced the strategies based on these identified success factors. The results will help further in providing greater understanding of the success factors that lead to successful implementation of SCM strategies to reduce supply chain wide costs and to improve customer service levels.

The purpose of this paper is to review the extant literature on supply chain risk management (SCRM, including risk identification, assessment, treatment, and monitoring), developing a comprehensive definition and conceptual framework; to evaluate prior theory use; and to identify future research directions.

A systematic literature review of 354 articles (published 2000-2016) based on descriptive, thematic, and content analysis.

There has been a considerable focus on identifying risk types and proposing risk mitigation strategies. Research has emphasised organisational responses to supply chain risks and made only limited use of theory. Ten key future research directions are identified.

A broad, contemporary understanding of SCRM is provided; and a new, comprehensive definition is presented covering the process, pathway, and objectives of SCRM, leading to a conceptual framework. The research agenda guides future work towards maturation of the discipline.

Managers are encouraged to adopt a holistic approach to SCRM. Guidance is provided on how to select appropriate risk treatment actions according to the probability and impact of a risk.

The first review to consider theory use in SCRM research and to use four SCRM stages to structure the review.

Reviews and evaluates different quality tools that are commonly available in manufacturing and service industries and integrates them into an effective quality control and improvement system based on their characteristics and appropriateness when applying these tools. The study is based on the enhancement of the basic total control methodology (TCM) model which was originally developed and implemented by Motorola Semiconductors Hong Kong Ltd (MSHKL). During the implementation, several opportunities can be identified in terms of classification methods of quality tools, extent of quality tools covered, and interrelationships among the quality tools. Therefore, a study was carried out to enhance the basic model by integrating over 40 quality tools into a three‐tiered model in order to make it more comprehensive in terms of application from a practical point of view. Demonstrates the effectiveness achieved after the implementation of the TCM model.

This paper aims to show the process of designing and measuring learning competencies in program development.

The paper includes cross‐sectoral comparisons to draw on programmatic and pedagogical strategies, more commonly utilized in vocational education, and transfer the application of these strategies into curriculum development in higher education. Using a case study approach, the paper details the process of identifying and measuring learning competencies in developing specialization and graduate certificate program in supply chain management.

The development of competencies used an interdisciplinary framework to infuse interaction among stakeholders – faculty, students, and practitioners. The process focused on competencies at the program level as opposed to certain course or class level. The result produced more realistic competencies addressing student learning. The competency approach presented challenges in collecting and analyzing assessment data and opportunities to continuously improve the program. Data on student self‐assessment of learning competency as well as course work (exercises and assignments) were collected, analyzed, and reviewed. They resulted in changes in textbooks, class exercises and assignments, and faculty lectures.

The paper focuses on the virtues of embedding learning competency development and measurement in the design of educational programs. This is an issue of ongoing relevance to education in general, and of growing relevance to higher education in particular. As psychometric methodology advances, quality assurance and continuous improvement in education place greater emphasis on learning outcomes. As such, the identification and measurement of competencies become issues of increasing importance in educational systems around the world.

Describes the important contributions of quality gurus like Deming, Juran, Crosby, Feigenbaum, Ishikawa and Garvin which led to the evolutionary development of Strategic Quality Management (SQM). In addition, the core concepts of SQM, namely, customer focus, leadership, strategic quality planning, design quality, speed and prevention, people participation and partnership, fact‐based management and continuous improvement are identified and are compared with Malcolm Baldrige and European Quality Award criteria and ISO 9001 certification requirements. Also a framework for implementing strategies based on these seven core concepts is recommended. Develops a comparative analysis of Malcolm Baldridge and European Quality Awards, and ISO 9001 requirements.