Relevant bibliographies by topics / Total quality management Australia

Academic literature on the topic 'Total quality management Australia'

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Published: 10 December 2022
Last updated: 29 January 2023

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Journal articles on the topic "Total quality management Australia"

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Samson, Danny. "Total Quality Management in Australia: Manufacturing and Services." Engineering Management Journal 5, no. 1 (March 1993): 11–16. http://dx.doi.org/10.1080/10429247.1993.11414711.

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Coelho, Carla, Mohammad Mojtahedi, Kamyar Kabirifar, and Maziar Yazdani. "Influence of Organisational Culture on Total Quality Management Implementation in the Australian Construction Industry." Buildings 12, no. 4 (April 16, 2022): 496. http://dx.doi.org/10.3390/buildings12040496.

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This study explores the relationship between organisational culture and total quality management (TQM) implementation in Australia, with the purpose of identifying the particular culture that dominants the Australian construction industry, and distinguishing which cultures determine the successful implementation of TQM. Although the application of the competing values framework (CVF) for evaluating organisational culture (OC) in the construction industry has been studied by some scholars, research into OC and its impact on TQM procedures in connection to the CVF in project-based industries such as construction has received less attention. Thus, this research intends to determine the relationship between OC and TQM regarding the CVF in the Australian construction industry. The research methodology used the validated organisational culture assessment instrument (OCAI) CVF to frame OC, and TQM practices identified from the literature review. An online questionnaire was distributed through Qualtrics, whereby 42 valid responses representing various construction organisations in Australia were analysed through IBM SPSS Statistics 26 through endorsing k-means cluster analysis, and analysis of variance. The findings support that Australian construction organisations are dominated by the market and external focused cultures according to the CVF of organisational classification. Furthermore, the findings acknowledge that organisations that are dominated by hierarchical cultural characterises could provide an unfavourable environment for the successful implementation of TQM. Whilst an organisation that obtains a mix of cultures, specifically with the adhocracy and market cultures dominating could provide a favourable environment for the successful implementation of TQM.
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Knouse, Stephen B. "Customers' Satisfaction in Australian Total Quality Management." Perceptual and Motor Skills 80, no. 1 (February 1995): 330. http://dx.doi.org/10.2466/pms.1995.80.1.330.

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Samson, Danny. "Progress in total quality management: evidence from Australasia." International Journal of Quality Science 2, no. 4 (December 1997): 214–35. http://dx.doi.org/10.1108/13598539710192593.

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Ashe, Brian, K. J. McAneney, and A. J. Pitman. "Total cost of fire in Australia." Journal of Risk Research 12, no. 2 (March 2009): 121–36. http://dx.doi.org/10.1080/13669870802648528.

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Cruickshank, Mary. "A study of quality management practices in nursing in universities in Australia." Australian Health Review 26, no. 1 (2003): 194. http://dx.doi.org/10.1071/ah030194.

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In Australia,the traditional Quality Assurance approach used in the hospital setting has played an important role in nursing practice.During the past decade, nurses have begun making a paradigm shift from Quality Assurance to Total Quality Management but scant attention has been paid to quality management practices in nursing in the higher education sector. This paper reports on a quantitative study examining the perceptions of nurse academics to the applicability of TQM to nursing in universities. The findings identified how TQM could be applied to suit the nursing culture in the higher education sector.
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Turner, Ruth, and Ross Hartley. "Status of total quality management in Australian public health organisations." Australian Health Review 21, no. 1 (1998): 77. http://dx.doi.org/10.1071/ah980077.

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Research suggests that there is some confusion among quality improvement managersabout the differences between quality management and traditional quality assurance.This lack of understanding would appear to be the same among rural and urbanhealth staff, although there is a higher percentage of staff engaged in multidisciplinaryactivities in the rural health services. Education of staff and commitment from topmanagement would seem to be the factors inhibiting the health industry fromincorporating quality management into their cultures.
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Rahman, Shams-Ur. "Total quality management practices and business outcome: Evidence from small and medium enterprises in Western Australia." Total Quality Management 12, no. 2 (March 2001): 201–10. http://dx.doi.org/10.1080/09544120120011424.

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Cooper, Michael. "The use of Total Quality Management (TQM) in libraries and information services in Australia and overseas." Australian Library Journal 45, no. 2 (January 1996): 92–101. http://dx.doi.org/10.1080/00049670.1996.10755748.

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Lee, Jeongyoon, and Inseon Park. "Comparative Analysis of Disaster and Safety Datasets, Data Quality, and Services in Korean and Australian Public Data Portals." Fire Science and Engineering 36, no. 1 (February 28, 2022): 81–89. http://dx.doi.org/10.7731/kifse.910c81fa.

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The objective of this study is to design improved plans for disaster and safety management through comparative analysis of datasets comprising details regarding the disaster and safety sector that are available in Korean and Australian public data portals and thereby examine the associated portal strategies and national operating systems To this end, based on previous studies and national public data portal evaluation standards, public data portal comparison standards were established. Furthermore, quantitative configuration analysis, data mining analysis, data quality analysis, and various service analyses were conducted. Consequently, it was found that compared to the Australian public data portal, the number and proportion of public data openings for disaster and safety management are significantly smaller in the Korean public data portal. The number of prevention datasets available in both countries accounts for the highest proportion in disaster and safety management. In addition, “supply management and resource support” accounts for the majority of Korean disaster response collaborations, whereas in the case of Australia, “comprehensive situation management” has a high proportion. In terms of data quality, Australian datasets include 69.54% of the total insoluble data, which implies inefficient data quality management. However, there are merely few Korean insoluble datasets. Through comparative analysis of the national operating systems, it was found that detailed guidelines for public data are available in Australia. However, the Korean public data portal is operated in accordance with the comprehensive Framework Act on Intelligence Informatization. Hence, a promotion strategy operation policy has to devise for the Korean public data portal to expand the usage of public data in the disaster and safety sector, along with quantitative growth policies that will increase the number and proportion of public data in the disaster and safety sector.
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Dissertations / Theses on the topic "Total quality management Australia"

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Badrick, Tony Cecil. "Implementing total quality management in Australian health care organizations." Thesis, Queensland University of Technology, 1997.

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Bruce, Muray G., and n/a. "Initiating total quality management : the experience of teachers at one primary school." University of Canberra. School of Professional & Community Education, 1998. http://erl.canberra.edu.au./public/adt-AUC20060615.170818.

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This thesis reports on a study which explored the experiences of teachers working at Gilmore Primary School in the Australian Capital Territory as they initiated the management philosophy known as Total Quality Management (TQM). The teachers' perceptions of key TQM ideas were obtained from staff meeting notes, interviews and a variety of questionnaires. The teachers' perceptions constituted the data for the study. The study utilised ethnographic methodology incorporating aspects interpretive and critical approaches. Participants in the study were actively engaged in the initiation project and as such were taking part, with the researcher, in a co-operative experiential enquiry. Key TQM ideas provided the themes for this study. These themes were; continuous improvement, shared vision, customer and process focus, teamwork, outrageous goals and systematic data gathering. Teachers' perceptions regarding each of these themes or key ideas were analysed by considering the effect on them of two sets of factors. The first set consisted of factors in educational change while the second was comprised of factors in the culture of teaching. TQM history, principles and practices as well as the two sets of factors related to educational change and the culture of teaching were discussed in a review of literature. From the analysis of teachers' perceptions a series of recommendations were developed for implementing TQM at Gilmore Primary School and for more general application of theory and practice.
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Cruickshank, Mary T., of Western Sydney Hawkesbury University, and Faculty of Management. "Developing a quality culture within a school of nursing in higher education." THESIS_FMAN_XXX_Cruickshank_M.xml, 2000. http://handle.uws.edu.au:8081/1959.7/604.

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During the past decade, nurses in the clinical setting have began making a paradigm shift from Quality Assurance to Total Quality Management, or as it is commonly referred to within health care facililties, Continuous Quality Improvement.In contrast, scant attention has been paid to quality management practices in nursing in the higher education sector. This study provides an applied example of where it investigates quality management practices in the context of organisational culture and human resource management with the aim of developing a quality culture model for a school of nursing in higher education.The research study that was conducted produced several major findings from the views of nurse academics who participated in it. Several issues associated with nurse academics' opinions of quality management practices utilised in schools of nursing have been unravelled.The fundamental issue is that procedures and policies formulated for nurses in the hospital setting do not serve the needs of nursing education.The most crucial factor to be considered in policy developments and future research is that it needs to be contextualised in the culture of nursing in higher education.It has become imperative that a transparent quality culture reflects contemporary nursing in Australia and the proposed model in this thesis provides nurses with an opportunity to shape a quality system for the nursing profession.
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Ferndale, Clint, and n/a. "The true worth of TQM to Army - a model for TQM in the Australian Army : prophecy of fallacy?" University of Canberra. Management, 1990. http://erl.canberra.edu.au./public/adt-AUC20060710.104131.

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The philosophy of Total Quality Management (TQM) is relatively little known in Australia, and does not feature at policy level in the Australian Army. It has, however, been adopted by the US Department of Defense (US DoD) and the Royal Australian Air Force (RAAF), and is being investigated by the Royal Australian Navy (RAN). TQM is analyzed as a theory and as an organizational concept. This is supported by extensive analysis and case studies from US and Australian organizations. The public and private sector organizations examined provide indications of the worth of TQM, guidance for planning and implementation, and the facility to learn from the experiences of others. TQM cannot be undertaken without detailed, organizationally specific preparation and requires pro-active support from the highest level of the organization. This paper examines the TQM philosophy and the Australian Army and proposes a model for the development of TQM as an integral part of the organizational function of the Army. The emphasis is on general management, the level that has the responsibility for structuring and managing the Army in support of all Army functions. Research conducted by elements of the US DoD is analyzed to indicate applicability to the future requirements of the Australian Army. The paper argues that general management in the Australian Army has been affected by organizational changes over time. A management philosophy is now needed that will support, into the 21st Century, the values and roles required by the Army. TQM provides such a basis, and the proposed TQM Development Model provides in turn a sound basis for further examination of TQM by the Army.
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Chan, Yan-sum Danny, and 陳仁深. "Quality service in Hongkong post." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31268602.

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Muskat, Birgit. "Total Quality Management im Tourismus." Wiesbaden : Dt. Univ.-Verl, 2007. http://dx.doi.org/10.1007/978-3-8350-5413-4.

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吳偉倫 and Wai-lun James Ng. "Total Quality Management in China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268250.

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Lundahl, Carl Gustav. "Total quality management in sawmills /." Luleå : Division of Wood Science and Technology, LTU Skellefteå, Luleå University of Technology, 2009. http://pure.ltu.se/ws/fbspretrieve/3018479.

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Ng, Wai-lun James. "Total Quality Management in China /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18831217.

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Waddington, Michael E. "Total Quality Management : the development, application and analysis of a Total Quality Management paradigm in healthcare." Thesis, University of Huddersfield, 1995. http://eprints.hud.ac.uk/id/eprint/4875/.

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The research programme focuses on Total Quality Management adoption and application. TQM which is established in a number of businesses and industries has more recently been introduced into healthcare. TQM definition and eclectic paradigm has been developed and tested for establishing quality performance and distinguishing radical change and continuous improvement approach. A number of critical elements and variables concerning implementation and application are identified which pertain to organisations which through size and bureaucracy operate with diverse missions, a wide range of systems and are characterised by degrees of rigidity from an employee mix of multiple knowledge, understanding competences skills and hence commitment. Research was conducted in healthcare provider organisations, which involved eighty-three NHS hospitals/Trusts, wherein two pilot, twelve TQM demonstration and sixty-nine sites were involved. The main focus concerned a case study Trust, which although demonstrating keen interest in quality management had not reached the formative stages of developing TQM definition or paradigm. The research framework is based on a number of approaches in that methods selected for evaluation were appropriate both to the situation and the context of TQM strategies being examined. Intention was to identify successes and failures of the TQM processes applied, establish similarities and distinguishable differences and determine extent to which TOM objectives were achieved and the impact of the processes on specific groups. The investigation was undertaken using longitudinal analysis which involved in-depth interviews with top managers and clinicians and a mix of employees, customers, potential customers and purchasers in the form of managers, consultants, hospital doctors, nurses, support services personnel, patients, members of the public and GPs. TOM Awareness and Action Seminars and Workshops involving personnel from a variety of international healthcare organisations provided an additional source of data. Self-completion questionnaires were also used. Data analysis compares and contrasts varying TQM models, processes, activities and results from degree of emphasis placed on critical elements and variables. Stage predictions and resulting outcomes are presented and quality of care improvements suggested from analysis of customer perceptions of quality and value. The findings show significant variations in approach between the hospitals/Trusts in matters which concern organisation, management and culture issues, resulting in a high proportion viewing TOM process as evolution from quality assurance to radical change, hospital process re-engineering and patient focused care A minority only included such processes in their application of TQM. Key conclusions result from attempt at establishing some measure of success and failure from TQM implementation and application. Findings contribute to the extant literature specifically in that beyond top management and clinician commitment to high level strategic focus is a combination of facilitator-led culture change, motivation and shared values directing attention to exceeding that of merely doing enough for reducing poor quality and customer complaints. Patient involvement in TOM is more problematic than literature suggests from both the patients and professionals perspectives of patient empowerment. Bottom-up action focused TQM paradigm working simultaneously with top down support and commitment requires barrier breaking, culture transformation and the establishment of internal/external customer and supplier chains and seeking to establish opportunities for continuous improvement and radical change in advance of attempts at in-depth implementation and evaluation. It is not over-statement to conclude that the majority of managers and clinicians were unaware of the costs of getting things wrong. Despite TOM being acted upon as driving force for competition most had limited knowledge of how much non-quality cost them, suggesting that they had not earlier thought it necessary to measure the costs of none or low quality. Research results, irrespective of applications definition or paradigm, question the views that TQM is long-term process. Whether these may be concluded as desire to integrate TOM with other foci or vacuum sucking in panaceas was unclear. It was clear however that although quality in healthcare is sacred total quality management is not.
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Books on the topic "Total quality management Australia"

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Wilson, Anne. Guidelines for the application of best practice in Australian university libraries: Intranational and international benchmarks. [Canberra]: Evaluations and Investigations Programme, Higher Education Division, Dept. of Education, Training and Youth Affairs, 2000.

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Total quality management. Albany, N.Y: Delmar Publishers, 1997.

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J, Kiser Kenneth, ed. Total quality management. Seabrook, Md: Ducochon Press, 1991.

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Martin, Di. Total quality management. London: Library Information Technology Centre, 1993.

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Total quality management. Oxford: Heinemann Professional Pub., 1989.

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Frederick, Crawford. Total quality management. London: CVCP, 1991.

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Narayan, B. Total quality management. New Delhi: A.P.H.Publishing Corporation, 1998.

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Truscott, W. T. Total quality management. London: Applied Skills for Management Limited, 1990.

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Total quality management. 4th ed. New Delhi: Pearson, 2015.

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H, Besterfield Dale, ed. Total quality management. Englewood Cliffs, N.J: Prentice Hall, 1995.

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Book chapters on the topic "Total quality management Australia"

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Samson, Danny. "Total quality in Australia and New Zealand." In Handbook of Total Quality Management, 718–34. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4615-5281-9_35.

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Pfeifer, Tilo. "Total Quality Management." In Quality Management, 1–43. München: Carl Hanser Verlag GmbH & Co. KG, 2002. http://dx.doi.org/10.3139/9783446224025.001.

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Sale, Diana. "Total Quality Management." In Quality Assurance, 29–35. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-14197-5_2.

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Natarajan, R. Nat. "Total Quality Management." In Innovations in Competitive Manufacturing, 69–81. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-1-4615-1705-4_7.

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Mukherjee, Shyama Prasad. "Total Quality Management." In India Studies in Business and Economics, 93–113. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-1271-7_5.

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O’Brien, James J. "Total Quality Management." In Construction Inspection Handbook, 110–21. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6017-3_9.

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Matisoff, Bernard. "Total Quality Management." In Handbook of Electronics Manufacturing Engineering, 329–41. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6047-0_9.

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Koch, Susanne. "Total Quality Management." In Einführung in das Management von Geschäftsprozessen, 185–220. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-01121-4_4.

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Fox, Michael J. "Total quality management." In Quality Assurance Management, 260–73. Boston, MA: Springer US, 1993. http://dx.doi.org/10.1007/978-1-4899-7140-1_20.

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Sundarkrishnaa, K. L. "Total Quality Management." In Friction Material Composites, 271–89. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33451-1_9.

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Conference papers on the topic "Total quality management Australia"

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BAUER, LAWRENCE. "Total quality management planning." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3235.

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"Total quality management (TQM)." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3661.

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Francisco, Maritza M. C., Solange N. Alves-Souza, Edit G. L. Campos, and Luiz S. De Souza. "Total Data Quality Management and Total Information Quality Management Applied to Costumer Relationship Management." In the 9th International Conference. New York, New York, USA: ACM Press, 2017. http://dx.doi.org/10.1145/3149572.3149575.

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REYNOLDS, G. "Building in total quality management." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3184.

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DIMITROFF, GAIL. "Total quality management and defense." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3196.

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JONES, GREGORY. "Buying into total quality management." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3642.

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Prasad, Biren. "Total Value Management: A New Trend Beyond Total Quality Management (TQM)." In ASME 1996 Design Engineering Technical Conferences and Computers in Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/96-detc/eim-1422.

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Abstract One of the pitfall of total quality management (TQM) is that it is based on a single measurement, which has mostly been “quality” or “quality-driven.” Today manufacturing sectors are much more fiercely competitive and global than ever before. Consumers are more demanding, competition is more global, fierce and ruthless, and technology is advancing (and changing) rapidly. The quality-based philosophy inherent in TQM does not account for the shrinking time factor inherent in today’s complex product design, development and delivery (PD3) process. The competitors are always finding better and faster ways of doing things. Catching up in quality is not enough to be a world-class leader in manufacturing. It only makes a company at par with its competitors in terms of inheriting some of their product’s quality characteristics. But relatively speaking it gets you there only after a few years later. What is required is a total control of one’s own process — that is to identify and satisfy the needs and expectations of consumers better than the competitions and to do so profitably faster than any other competitor. Competition has driven organization to consider concepts such as time compression (fast-to-market), concurrent engineering, design for X-ability, and tools and technology (such as Taguchi, Value Engineering, QFD, etc.) while designing and developing an artifact. Quality — as in TQM — addresses aspects of “quality” with reference to the functions a product has to perform. But, this is one of the many value characteristics that need to be considered by a world-class manufacturer. With conventional TQM process, it is difficult to address all aspects of Total Values Management (TVM) such as X-ability, cost, tools and technology, responsiveness and organization issues. It is not enough to include “Quality” into a product or process and expect the outcome to be a world-class. TVM efforts are vital in maintaining a competitive edge in today’s global marketplace. The question is how to address all value aspects of this TVM? This is what discussed in this paper. A new concurrent PD3 process for TVM methodology is proposed, which accounts for concurrency — paralleling of value characteristics — along with a methodology for their systematic deployments.
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Carley, Judith A., Gregory Kubala, Tommy Hudson, Mike Gibbons, and V. Mark Lawson. "Total Quality Environmental Management: Integrating Environmental and Quality Management Systems." In SPE Health, Safety and Environment in Oil and Gas Exploration and Production Conference. Society of Petroleum Engineers, 1996. http://dx.doi.org/10.2118/35855-ms.

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Kusumawati, Erna. "Leadership in Total Quality Management for Service Quality." In International Conference Recent Innovation. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009948625762582.

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ROGOWSKI, L. "Engineering drawing quality." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3220.

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Reports on the topic "Total quality management Australia"

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Elhlaby, Hesham M. Total Quality Management. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada388214.

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DEPARTMENT OF THE ARMY WASHINGTON DC. Management: Total Army Quality Management. Fort Belvoir, VA: Defense Technical Information Center, March 2002. http://dx.doi.org/10.21236/ada401788.

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Damon, Gerry A. Total Quality Management (TQM). Fort Belvoir, VA: Defense Technical Information Center, September 1989. http://dx.doi.org/10.21236/ada444502.

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Thornton, P. T., and K. Spence. Total quality management program planning. Office of Scientific and Technical Information (OSTI), May 1994. http://dx.doi.org/10.2172/10174467.

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Beckwith, Paul D. Total Quality Management: A Management Philosophy for Providing High Quality Construction. Fort Belvoir, VA: Defense Technical Information Center, January 1992. http://dx.doi.org/10.21236/ada252743.

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Greebler, Carol S., and J. G. Suarez. Total Quality Management Implementation: Selected Readings. Fort Belvoir, VA: Defense Technical Information Center, April 1989. http://dx.doi.org/10.21236/ada208155.

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DEFENSE FINANCE CENTER COLUMBUS OH. Total Quality Management, DLA Finance Center. Fort Belvoir, VA: Defense Technical Information Center, July 1989. http://dx.doi.org/10.21236/ada212960.

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ARMY WAR COLL CARLISLE BARRACKS PA. Total Quality Management. A Selected Bibliography. Fort Belvoir, VA: Defense Technical Information Center, March 1994. http://dx.doi.org/10.21236/ada279011.

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ARMY WAR COLL CARLISLE BARRACKS PA. Total Quality Management: A Selected Bibliography. Fort Belvoir, VA: Defense Technical Information Center, March 1992. http://dx.doi.org/10.21236/ada249837.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementation Strategy: Directorate of Quality Assurance. Fort Belvoir, VA: Defense Technical Information Center, May 1989. http://dx.doi.org/10.21236/ada212863.

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