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Alomar, Derbas Jarrah. "Quality management." CSUSB ScholarWorks, 2001. https://scholarworks.lib.csusb.edu/etd-project/1741.
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Beckwith, Paul D. "Total Quality Management a management philosophy for providing high quality construction /." Thesis, Baltimore, Maryland : University of Maryland, 1992. http://handle.dtic.mil/100.2/ADA252743.
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Thesis (M.S. in Civil Engineering) University of Maryland, Spring 1992.<br>"A scholarly paper submitted to: Professor William Maloney of The University of Maryland for ENCE 689, Spring 1992." Description based on title screen as viewed on April 8, 2009. Includes bibliographical references (p. 42-43). Also available in print.
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Fourie, Andries J. "Total quality management : middle and top management perceptions of the successful application of a quality management system from a general management, strategic management, quality management and human resources management view." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/836.
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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.<br>ENGLISH SUMMARY: Total quality management (TQM) can be defined as a systemic approach on a global
level, based on process management of continuous quality improvement by all human
resources within the business or company environment, with the specific intent to satisfy
the implicit expectations of all stakeholders in the specific business environment.
Various factors play a role in the active drive towards a quality-driven learning
environment. These factors include increasingly changing market forces, changes in
customer requirements and the very way in which quality is perceived by the employees
within a company.
The above statement raises some important questions, such as
• What is the quantifiable value of quality, and
• Why is it very easily ignored by various companies?
The reason for such questions is the significant shift needed in the thought patterns of
management, difficulty in abandoning misconceptions about TQM and difficulty in
learning from own mistakes and those of others.
It seems that the biggest barrier to the implementation of a total quality system is the
misconception that quality will immediately be perfect and is a quick solution which is
self-sustaining. TQM is, in fact, not a model that is built in concrete, but a journey
consisting of sequential steps. As with any staircase, it can only be sustainable if it is
solidly founded on factors such as managerial commitment, drive, fairness, motivation
and mobilisation of human resources.<br>AFRIKAANSE OPSOMMING: Totale gehaltebestuur word gedefinieer as ‘n sistemiese metode op ‘n globale vlak, gebaseer op die bestuur van deurlopende gehalteverbetering deur al die menslike
hulpbronne binne 'n onderneming, dit wil sê die sake- of maatskappy-omgewing, met
die spesifieke oogmerk om aan die implisiete verwagtinge van die aandeelhouers in die
onderneming (besigheidsomgewing) te voldoen.
Daar is verskeie faktore wat 'n rol speel in die aktiewe strewe na ‘n kwaliteitsgedrewe
leeromgewing. Hierdie faktore behels onder meer die voortdurend veranderende
markkragte, veranderinge in die verwagtings van kliënte, en die kwaliteitsbeskouing van
die werkers binne ‘n maatskappy.
Bogenoemde ontlok belangrike vrae, soos
• Hoe word die meetbare waarde van kwaliteit bepaal, en
• waarom word dit so maklik deur ondernemings geïgnoreer?
Hierdie soort bevraagtekening is 'n aanduiding dat daar ‘n merkbare en betekenisvolle
gedagteskuif by bestuur nodig is ten opsigte van hul beskouing van gehalte, dat
wanbegrippe oor totale gehaltebestuur verander moet word, en dat probleme in verband
met die leer van lesse uit eie foute en dié van ander oorbrug sal moet word.
Die grootste probleem ten opsigte van die ontwikkeling van ‘n totale
gehaltebestuurstelsel, is die wanpersepsie dat gehalte meteens foutloos sal wees, dat
dit ‘n vinnige oplossing is en dat dit selfonderhoudend sal wees. Totale gehaltebestuur
is nie ‘n model wat, by wyse van spreke, in beton gegiet is nie, maar ‘n proses met
opeenvolgende stappe. Soos met enige stel "trappe", kan dit net volhoubaar wees as dit
‘n sterk fundering het, wat gerugsteun word deur bestuursbetrokkenheid en -
deursettingsvermoë, dryfkrag, regverdigheid, motivering en die mobilisasie van die
werksmag.
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Machniak, Martin J. "Development of a Quality Management Metric (QMM) measuring software program management quality." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1999. http://handle.dtic.mil/100.2/ADA374316.
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Thesis (M.S. in Software Engineering) Naval Postgraduate School, December 1999.<br>"December 1999". Thesis advisor(s): J. Bret Michael, John Osmundson. Includes bibliographical references (p. 143-144). Also available online.
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He, Ying Surveying & Spatial Information Systems Faculty of Engineering UNSW. "Spatial data quality management." Publisher:University of New South Wales. Surveying & Spatial Information Systems, 2008. http://handle.unsw.edu.au/1959.4/43323.
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The applications of geographic information systems (GIS) in various areas have highlighted the importance of data quality. Data quality research has been given a priority by GIS academics for three decades. However, the outcomes of data quality research have not been sufficiently translated into practical applications. Users still need a GIS capable of storing, managing and manipulating data quality information. To fill this gap, this research aims to investigate how we can develop a tool that effectively and efficiently manages data quality information to aid data users to better understand and assess the quality of their GIS outputs. Specifically, this thesis aims: 1. To develop a framework for establishing a systematic linkage between data quality indicators and appropriate uncertainty models; 2. To propose an object-oriented data quality model for organising and documenting data quality information; 3. To create data quality schemas for defining and storing the contents of metadata databases; 4. To develop a new conceptual model of data quality management; 5. To develop and implement a prototype system for enhancing the capability of data quality management in commercial GIS. Based on reviews of error and uncertainty modelling in the literature, a conceptual framework has been developed to establish the systematic linkage between data quality elements and appropriate error and uncertainty models. To overcome the limitations identified in the review and satisfy a series of requirements for representing data quality, a new object-oriented data quality model has been proposed. It enables data quality information to be documented and stored in a multi-level structure and to be integrally linked with spatial data to allow access, processing and graphic visualisation. The conceptual model for data quality management is proposed where a data quality storage model, uncertainty models and visualisation methods are three basic components. This model establishes the processes involved when managing data quality, emphasising on the integration of uncertainty modelling and visualisation techniques. The above studies lay the theoretical foundations for the development of a prototype system with the ability to manage data quality. Object-oriented approach, database technology and programming technology have been integrated to design and implement the prototype system within the ESRI ArcGIS software. The object-oriented approach allows the prototype to be developed in a more flexible and easily maintained manner. The prototype allows users to browse and access data quality information at different levels. Moreover, a set of error and uncertainty models are embedded within the system. With the prototype, data quality elements can be extracted from the database and automatically linked with the appropriate error and uncertainty models, as well as with their implications in the form of simple maps. This function results in proposing a set of different uncertainty models for users to choose for assessing how uncertainty inherent in the data can affect their specific application. It will significantly increase the users' confidence in using data for a particular situation. To demonstrate the enhanced capability of the prototype, the system has been tested against the real data. The implementation has shown that the prototype can efficiently assist data users, especially non-expert users, to better understand data quality and utilise it in a more practical way. The methodologies and approaches for managing quality information presented in this thesis should serve as an impetus for supporting further research.
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Johansson, Maria. "Quality management of events." Thesis, Linköpings universitet, Institutionen för teknik och naturvetenskap, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-93583.
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Social media and the web give a target group a never ending flow of information up to a point where there is no possibility to take it all in. Because of this a campaign easily disappears amongst all the information. Therefore it can be advantageous for a company to use events as a marketing channel. An event is an activity that gathers the target group in time and space – a meeting in which an experience is created and a message is communicated. It triggers emotions and can be used by a company in order to create a stronger relationship to a target group, which could generate a stronger brand identity. Since a happening like an event creates stronger feelings than traditional media, such as an advertisement in a newspaper, an event can also create strong negative feelings. These feelings can be connected to the brand. Because of this, it is important to plan the work process of the event carefully and to use quality management methods. This should be done with the brand in consideration, and how it is supposed to be communicated. By the conduction of four qualitative interviews and observations for twelve weeks, an investigation has been done on a communication agency. The aim was to investigate how a communication agency works with quality management when doing events. The aim was also to investigate how they, when working, consider the customer’s brand. This is done in order to see how quality management affect a target group’s impression of a brand. The material has been analysed or compared to theories about quality management, brand communication and emotional marketing. The result shows that there is methods that can be used to quality manage a work process of an event. Overall the focus should be on building in quality in the work process by hiring and consulting the right people and partners and using tried out methods and approaches. When that foundation is built, the quality management of every part of the project should be done continuously throughout the project. By using quality management, the focus can initially be on the aim of the event and on the target group as well as on finding the appropriate project group. It is crucial that the agency initially gets all the information needed about the customer and the brand. That information helps the agency to fulfil the goals and to continue the process, production and implementation with the brand in consideration. If the project initially has goals and aims, a valuable evaluation can be conducted after the event and its results can be used in order to improve the agency’s work. The work with the brand, that is supposed to be communicated, should be considered in the overall theme and goals of the event, as well as in all the small components. In this way the customer gets a well--‐adjusted solution with the goal to communicate the brand in the right way to the right target group. Exactly how different types of quality management methods can affect the target group’s impression of the brand is hard to answer without further investigations. One thing to be sure of is that it does affect the impression. The agency’s initial research and considerations of needs and goals of the company and its target group strongly affects the agency’s work. Therefore it also affects the outcome of the event and how well it suits the customer’s needs. If an agency work with the customer and its needs in mind, it gives better conditions for giving the customer what the customer needs and to reach the right target group with right message.<br>Sociala medier och webben ger oändligt mycket information till en målgrupp. Det är därmed lätt att målgruppen blir mättad och att en kampanj försvinner i mediebruset. Det kan därför vara fördelaktigt att som företag använda event som marknadsföringskanal. Ett event är en aktivitet som samlar målgruppen i tid och rum --‐ ett möte i vilket en upplevelse skapas och ett budskap kommuniceras. Det är en emotionsladdad marknadsföringsmetod som gör att ett företag kan skapa en starkare relation till en målgrupp, vilket i sin tur stärker varumärkesidentiteten. Då en händelsebaserad upplevelse ofta ger starkare känslor än traditionella media, såsom en tryckt kampanj, medför det också att ett event kan skapa starkare negativa känslor hos besökaren. Dessa känslor kan sedan komma att appliceras på varumärket. Det bör därför läggas stor vikt vid kvalitetssäkring och planering av arbetet i samband med ett event, med hänsyn tagen till det varumärke som ska kommuniceras. Genom fyra kvalitativa intervjuer och observation under tolv veckor har en undersökning gjorts på en kommunikationsbyrå. Undersökningen är inriktad på byråns arbete i samband med events, hur de kvalitetssäkrar sin arbetsprocess samt hur de i sitt arbete tar hänsyn till varumärket. Detta i syfte att undersöka hur kvalitetssäkring av arbetet i samband med ett event påverkar målgruppens uppfattning om varumärket. De kvalitativa uppgifterna som genererats från undersökningen har analyserats eller jämförts med teorier om kvalitetssäkring, varumärkeskommunikation och emotionsladdad marknadsföring. Resultatet visar att det finns en rad metoder att använda för att kvalitetssäkra arbetsprocessen i samband med ett event. Övergripande handlar det om att bygga in kvalitet i arbetsprocessen genom rätt bemanning, samarbetspartners, beprövade teorier och tillvägagångssätt. När grunden är byggd bör kvalitetssäkring av alla led och aktörer i ett projekt ske kontinuerligt under projektets gång. Genom kvalitetssäkring kan fokus initialt ligga på syfte och målgrupp, att sätta upp mål och delmål, planera och bemanna projekt utefter detta. Att en byrå initialt får tillgång till information om kund och varumärket som ska kommuniceras, ger bra förutsättningar för ett väl utfört förarbete. Ett väl utfört förarbete och en väl utarbetad strategigrund ger i sin tur bra förutsättningar för fortsatt kvalitetssäkrat produktionsarbete och genomförande med hänsyn till varumärket. Om mål sätts upp initialt kan en värdefull utvärdering göras när eventet är genomfört, vilket kan generera lärdomar inför kommande projekt. Vidare bör arbetet med varumärket och hur det ska kommuniceras ske både genom eventets syfte på en övergripande nivå, men även inarbetat i eventets alla mindre delar med målet att kommunicera varumärket på ett genomgående och önskvärt sätt, till rätt målgrupp. Exakt hur olika typer av kvalitetssäkringsmetoder kan påverka målgruppens uppfattning om varumärket är svårt att svara på utan vidare undersökningar, men att de påverkar är mer säkert. Kvalitetssäkring i form av den initiala kartläggningen av behov och kundens situation, målgrupp och varumärke påverkar starkt det arbete en byrå utför åt kund och hur välanpassat detta blir. Att som byrå jobba för kundens bästa med uppsatta syften och mål ger bättre förutsättningar för att verkligen ge kunden det kunden behöver, nå rätt målgrupp och nå dem med rätt budskap.
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Hodder, Carl Alexander. "Quality management system development." Thesis, University of Canterbury. Engineering Management, 2013. http://hdl.handle.net/10092/7443.
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With Chiptech’s current growth rate and size it has become necessary to develop a Quality Management System to enable repeatability, meet customer demands, and protect Chiptech from staff turnover. ISO 9001 was identified as a base for development, with the imperative that the system identified and developed must deliver value for Chiptech. Several frameworks were investigated, along with journal articles and discussions with industry members in order to determine the aspects that would deliver value, and determine the key success factors. Two factors were identified as critical: employee involvement, and the utilisation of metrics – both of which were leveraged for the project results and recommendations.
The systems developed have already proved they offer benefits, however, in order to maintain performance Chiptech must a) keep evaluating the measured results, b) ensure that quality forms an integral part of the organisational culture and, c) continue the systematic approach of continual improvement.
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Courtis, Benjamin John. "Water quality chlorine management." Thesis, University of Birmingham, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.289743.
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Van, Amsterdam Errol Ernest. ""Quality" in urban management." Master's thesis, University of Cape Town, 1999. http://hdl.handle.net/11427/19567.
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This Paper brings two important and related issues of current and topical interest together, and argues that this provides an important element that is currently lacking in the urban management framework. It does this through the application of what until relatively recent times in even the advanced industrial economies, was seen as a tool of efficiency enhancement in the production of goods. Quality Assurance and Management concepts are now firmly entrenched in the corporate approach to the more efficient production of both goods and services. Herein lies the justification for the line pursued in the pages which follow. The city role, as described, includes to a significant degree, the provision of space for accommodating economic activities. But through the city's role in administering, in promoting and controlling change, and in providing and distributing services which the community has determined to exercise control over itself, City Management impacts directly on the efficiency of all activities taking place within city limits.
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Negrón, Naldos Luis Alfredo. "Relationship between quality management practices, performance and maturity quality management, a contingency approach." Doctoral thesis, Pontificia Universidad Católica del Perú, 2020. http://hdl.handle.net/20.500.12404/16755.
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Quality management is a key element in organizations to improve operational
performance, product quality and organizational performance, but despite extensive research,
it is still necessary to determine which quality management practices are most important or
can generate the greatest benefits in organizations. Likewise, evidence has been found which
concludes that not all implementations of quality management systems generate positive
effects, so it is necessary to introduce contingent variables in the studies that allow
understanding the different situations and thus define which variables are more relevant
according to the contingency studied.
Sfreddo, Vieira, Vidor, and Santos (2018) and Sousa and Voss (2002) propose to
include the variable of quality maturity level as a contingency variable in order to determine
which quality management practices are more relevant according to their maturity level. In
this study, a multidimensional study of quality management practices and their relationship to
the operational performance of organizations was carried out, taking the quality management
maturity level as a contingent variable.
The result of the evaluation of the level of maturity as a contingency variable has
demonstrated that the effects of benefits in the operative performance are presented in the
levels of high maturity, in changes in the levels below these do not present a significant
relation. It was also demonstrated in the study the importance of working in the QM practices
infrastructure to allow the development of QM core practices since these are the ones that
finally impact on the operational performance.<br>La gestión de la calidad es un elemento clave en las organizaciones que permite
mejorar el rendimiento operativo, la calidad de los productos y el rendimiento de la
organización, pero a pesar de que se han realizado amplias investigaciones, todavía es
necesario determinar qué prácticas de gestión de la calidad son más importantes o pueden
generar mayores beneficios en las organizaciones. Asimismo, se han encontrado evidencias
que concluyen que no todas las implementaciones de sistemas de gestión de calidad generan
efectos positivos, por lo que es necesario introducir en los estudios variables contingentes que
permitan comprender las diferentes situaciones y de esta manera definir qué variables son
más relevantes según la contingencia estudiada.
Sfreddo, Vieira, Vidor y Santos (2018) y Sousa y Voss (2002) proponen incluir la
variable del nivel de madurez de la calidad como variable contingente para determinar qué
prácticas de gestión de la calidad son más relevantes según su nivel de madurez. En el
presente estudio se ha realizado un estudio multidimensional de las prácticas de la gestión de
la calidad y su relación con el performance operativo de las organizaciones tomando el nivel
de madurez del gestión de la calidad como variable contigente.
El resultado de la evaluación del nivel de madurez como variable de contingencia ha
demostrado que los efectos de los beneficios en el desempeño operativo se presentan en los
niveles de alta madurez, en cambio los cambios en los niveles inferiores a éstos no presentan
una relación significativa. También se demostró en el estudio la importancia de trabajar en la
infraestructura de prácticas de gestión de la calidad para permitir el desarrollo de prácticas
básicas de gestión de la calidad, ya que son éstas las que finalmente repercuten en el
rendimiento operativo.<br>Tesis
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Cheong, Shu-keung Frankie, and 張樹強. "Implementing total quality management in estate management company." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31968557.
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Chui, Mei-king, and 徐美琼. "Quality management on housing design and housing management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B43894768.
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Cheong, Shu-keung Frankie. "Implementing total quality management in estate management company." Hong Kong : University of Hong Kong, 1999. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22360049.
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Chui, Mei-king. "Quality management on housing design and housing management." Hong Kong : University of Hong Kong, 2001. http://sunzi.lib.hku.hk/hkuto/record.jsp?
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Ljungblom, Mia, and Raine Isaksson. "Leadership and employee commitment for quality management : a critical analysis of quality management literature." Högskolan på Gotland, Avdelningen för Kvalitetsteknik, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hgo:diva-376.
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Originality/Value Our research provides insights to an important field within quality management – how is the value of management commitment transmitted into methodologies?BackgroundCommon statements in quality management presentations are: - Leadership is necessary - It’s important for quality management to have engaged leaders and employees. One way of describing a quality management system is to see it as a combination of values, methodologies and tools. A question to study is which the methodologies and tools are that translate the leadership and employee commitment into action. The value of: “Committed leadership” is a core value in quality management. Another important value is: “Let everybody be committed”. These values could be seen as the values relating to human behaviour as in contrast to other values focusing on quality technology issues. The value of: “Let everybody be committed” tells us that it is important for employees to feel needed, to be able to take responsibility and to be informed – but how do these methodologies and tools look like? Purpose The purpose of this research is to carry out a critical analysis of the methodologies and tools that quality management proposes as support to the values of “Committed leadership” and “Let everybody be committed”. Methodology/Approach We have carried out a literature study of books commonly used in university courses in quality management. Focus has been on identifying methodologies that support the values “Committed leadership” and “Let everybody be committed”. We have also looked at other values and supporting methodologies and tools as defined in the “Corner stone model”, Bergman & Klefsjö (2003). Findings It seems that quality literature is not very clear on how to engage employees and how to motivate them. Preliminary findings indicate that quality management still is relying heavily on quality methodologies and tools supporting the value of decisions based on facts and the value on continuous improvement. Quality gurus like W.E. Deming and J.Juran have claimed that only 10-15% of the operational problems can be solved at the operational level with the rest being system and management problems. This could indicate that more focus should be on how employees can affect their work situation rather than teaching them quality tools. Quality methodologies and tools are only of help when management leads in such a way that employees are empowered and encouraged to do the right things willingly. When the literature for quality management is analysed we find that leadership issues are not taken up very much. Not more than about 2 – 5% of the pages in the literature deal with leadership. Also, focus of the parts dedicated to leadership is mostly on check lists for important things to do and to know as a leader – like motivation. But there is very little to read about in what way you can motivate your employees or how you can acquire the required leadership capability. Limitations The study is limited to the theories found in the most frequently used quality management literature in Sweden. Value The topic takes up important success factors for quality management – how to make practise out of the guiding values of management and employee commitment.
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董志堅 and Chi-kin Steve Tung. "Total quality management: a key to success onproviding quality property management in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B3196901X.
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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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Ingram, D. "Integrated quality of service management." Thesis, University of Cambridge, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.604934.
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Much work has been done on real time scheduling algorithms, but prototypes have made assumptions preventing their adoption in production desktop systems. In particular, they are generally incompatible with common monolithic kernel design and ubiquitous client-server architectures. Acceptance has also been poor because little attention is given to automatically managing quality of service parameters. This dissertation explores the use of soft real time scheduling on a conventionally structured platform. The approach taken is to extend an existing system, thus preserving a large, realistic application software base. The modified system is called <I>Linux-SRT.</I> Results show that soft real time scheduling is effective even on desktop systems which lack fine-grained preemptivity and response times. A basic design premise is that scheduling is separated from functionality, and this allows quality of service to be associated with any unmodified Linux application. End to end quality of service is viewed as a middleware service. Servers and IPC: Our solution makes important servers aware of their clients' Quality of Service, without needing to restructure them. Real time multi-threaded servers are supported with reserves allocated to sets of threads. Single-threaded servers such as the X window system are also addressed with a retrospective accounting mechanism. An asynchronous kernel events system ties the components together and allows servers to synchronise with other activities. Sockets between resource controlled processes provide integral peer authentication for admission control and priority inheritance. Quality of Service Management: Quality of service parameters are applied automatically to real time applications. The user may override this, but care has been taken to streamline the interface. Control and status indicators are tightly integrated with window management functions, hence avoiding cumbersome control programs.
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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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Zhang, Zigang. "Quality management for Chinese construction." Thesis, University of Salford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366064.
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Mosiichuk, Khrystyna, Христина Андріївна Мосійчук, Olena Volovyk, and Олена Іванівна Воловик. "Quality management principles in logistics." Thesis, National Aviation University, 2021. https://er.nau.edu.ua/handle/NAU/50525.
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1. Vorobyov D.O. «Application of logistics standards in quality management», 2002.
2. Morozov O.B. « The basics of logistics theory in the practice of successful modern business », 2006
3. Talib, F., Rahman, Z. and Qureshi, M.N. (2011), "A study of total quality management and supply chain management practices", International Journal of Productivity and Performance Management<br>In the modern economy, which is becoming socially oriented, the problems of the quality of manufactured and sold products are put forward in the first place. The solution to the quality problem is in the center of attention of manufacturing enterprises, for which there are special subdivisions - quality management services. The quality that meets the requirements of consumers and the achievements of scientific and technological progress determines the competitiveness of the enterprise, and at the same time - the commercial success and stable financial condition. Competition is the incentive that makes all subjects of the economy constantly improve the quality of goods and services, develop an operational and strategic policy in the field of quality.<br>У сучасній економіці, яка стає соціально орієнтованою, на перше місце висуваються проблеми якості виготовленої та реалізованої продукції. Вирішення проблеми якості знаходиться в центрі уваги виробничих підприємств, для яких існують спеціальні підрозділи - служби управління якістю. Якість, що відповідає вимогам споживачів та досягненням науково-технічного прогресу, визначає конкурентоспроможність підприємства, і в той же час - комерційний успіх та стабільний фінансовий стан. Конкуренція - це стимул, який змушує всіх суб’єктів господарства постійно підвищувати якість товарів і послуг, розробляти оперативну та стратегічну політику в галузі якості.
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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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Heravizadeh, Mitra. "Quality-aware business process management." Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/30410/1/Mitra_Heravizadeh_Thesis.pdf.
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Business Process Management (BPM) has emerged as a popular management approach in both Information Technology (IT) and management practice. While there has been much research on business process modelling and the BPM life cycle, there has been little attention given to managing the quality of a business process during its life cycle. This study addresses this gap by providing a framework for organisations to manage the quality of business processes during different phases of the BPM life cycle. This study employs a multi-method research design which is based on the design science approach and the action research methodology. During the design science phase, the artifacts to model a quality-aware business process were developed. These artifacts were then evaluated through three cycles of action research which were conducted within three large Australian-based organisations. This study contributes to the body of BPM knowledge in a number of ways. Firstly, it presents a quality-aware BPM life cycle that provides a framework on how quality can be incorporated into a business process and subsequently managed during the BPM life cycle. Secondly, it provides a framework to capture and model quality requirements of a business process as a set of measurable elements that can be incorporated into the business process model. Finally, it proposes a novel root cause analysis technique for determining the causes of quality issues within business processes.
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Marchiori, Giovanni <1991>. "Water Quality Management in China." Master's Degree Thesis, Università Ca' Foscari Venezia, 2018. http://hdl.handle.net/10579/13022.
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The aim of this thesis is to provide a comprehensive view of surface water and groundwater quality management as in these recent years it has been a widely discussed topic of international relevance, with a particular focus on China's legislative and regulatory developments that had an impact on water quality related issues.
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Dudley, Peter. "'Quality management or management quality?' : an adaptive model of organization as the basis of organizational learning and quality provision." Thesis, University of Hull, 2000. http://hydra.hull.ac.uk/resources/hull:5731.
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This document tells the story of the development of an approach to the management of quality management. Not the more usual "conformance to specification" version of product quality, but that of service quality. In telling this story two main sources have been used, cybernetic theory, and management practice. In telling the story is presented in a linear manner, which is intended to make it easier to follow. That is it begins with a problem, moves to a suggested solution and ends with an application and reflections thereon. Although the project presented here did begin with the problem of service quality management and end with the successful implementation of a management tool, the development of the model that drives the solution was circular. Not unlike the serpent eating its own tail the process of model building was iterative, informed by the results of earlier research and consulting interventions. Because of its circuitous route the research draws on a broad range of theoretical sources, some more obviously or directly relevant than others, but all of which served to enrich the understanding and applicability of the final model. Because the theoretical model moves from cybernetical first principles the practical application it informs does not exhaust its potential. The constraints of the research questions, and the needs of the client, used as the basis for the case study, delilnited the extent to which it was possible to comment formally on its content. Although it has been possible to justifiably answer the questions set, almost by necessity some of the more esoteric elements of the theoretical model remain unproven in the strict sense. However, these elements provided invaluable illustrative insights and have hinted at a rich vein of future research, particularly in the field of computer simulation and the unification of science. The exploration of this potential is, however, beyond the boundary of this project. The main practical outcome of the project is a rigorous approach for the integrated management of quality and organizational effectiveness in the professional service sector. Such an approach has been problematical in the past and led to the situation where service quality was considered to be no different from production quality, evident in the "product and/or service" style of language adopted in the ISO literature. As I argue here (and (with Beckford) elsewhere) this approach is not tenable due to the fundamental differences in the manner of design, consumption and quality assurance between the two. And it is this that has tended to lead to the mechanistic approach to service quality lnanagelnent, e.g., the use of standard "scripts" to be followed during service events (e.g., "Have a nice day... ") . Once this understanding of service quality management was established it was necessary to construct an organizational model to contain it. The basic model chosen was Beer's Viable System Model. However several adaptations were made which allow for a more general, as opposed to strictly neurological, interpretation and to facilitate a more intuitive fit with the technological platform on which it was to be implemented. Following this it was a relatively simple exercise to construct a database tool for the capture and manipulation of data to support organizational activities. As the basis of the project was the development/derivation, through theory, of a practical solution to a 'live' business problem the burden of 'proof' lies in the application of the solution and reflection upon its utility. For this reason a case study is used to demonstrate the model which (and although it went through many formal and informal iterations) was 'signed off' by the client. In addition, the general model was accepted by both a professional body (as an appropriate tool for practice management) and a national standards body (as the basis for their auditor training). With this final practical validation the story draws to a close. The practical problem of service quality management has been set within a demonstrably rigorous theoretical framework. The framework has provided the basis for, and informed the design of, a management tool. And the tool has been validated in practice.
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Tung, Chi-kin Steve. "Total quality management a key to success on providing quality property management in Hong Kong /." Click to view the E-thesis via HKUTO, 2001. http://sunzi.lib.hku.hk/hkuto/record/B3196901X.
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Tsang, Lai-shuen, and 曾麗旋. "Quality in residential property management: an evaluation of total quality management in private propertymanagement sector." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2009. http://hub.hku.hk/bib/B44402107.
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Olamiji, Oluwatoyin. "Implementation of an electronic quality management system document management module to support reconfiguration of a district general hospital pathology department quality management system." Thesis, University of Portsmouth, 2016. https://researchportal.port.ac.uk/portal/en/theses/implementation-of-an-electronic-quality-management-system-document-management-module-to-support-reconfiguration-of-a-district-general-hospital-pathology-department-quality-management-system(13ceffe9-850b-4c9c-858e-a3a31f101f95).html.
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In order to achieve accreditation for their services, pathology departments must meet international recognised standards and comply with national guidelines, issued by accrediting bodies such as Clinical Pathology Accreditation (United Kingdom Accreditation Service), the Medicines and Healthcare products Regulatory Agency and the Human Tissue Authority in United Kingdom. Objectives: An evaluation of existing Quality Management System (QMS) and implementation of a quality standard and a centralised electronic document management software (Q-pulse) in a pathology department of a district hospital. Method: A service evaluation utilising an adapted version of the Context, Input, Process, and Product model, (with the addition of the implementation stage). This consisted of context evaluation (an evaluation of the department’s decentralised QMS), input evaluation (an assessment of the various types of electronic document management system (EDMS), implementation (the implementation of a centralised QMS and EDMS), progress evaluation (monitoring, documentation and assessment of the progress of the QMS) and finally impact evaluation (measuring the impact of the newly implemented system). Data collection included quality audits, non-participant observation and qualitative interviews. The implementation strategies involved technical support training and feedbacks. Results: The implementation of a continuous QMS and EDMS within the department, using the adapted CIPP model, increased the involvement of all staff in quality matters. It enabled the department to improve quality control processes, procedures and performance. Staff and quality teams now meet regularly and multidisciplinary workings groups have been put in place to continual improve the quality matters. The level of compliance and awareness to standards and guidelines has increased through education and training of staff in within the QMS, and there is an increase in top level management involvement in quality activities within the department. As a result of this evidence of compliance, the department’s Quality management system, was accorded, an unconditional accreditation, by the accrediting bodies. (Clinical Pathology Accreditation (United Kingdom Accreditation Service), the Medicines and Healthcare products Regulatory Agency). Conclusion: The quality management system is functioning in all the departments. All staff involved in the evaluation processes, judged it to be useful for them and the department. Further research is required to establish the longevity of the implemented products and other modules within Q-Pulse.
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Cheung, Mei-yuk Grace, and 張美玉. "Housing management, housing design and quality management in HongKong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31968004.
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Ridgeway, Graeme Mansel. "Introducing total quality management : a change in management ideology." Thesis, Sheffield Hallam University, 1997. http://shura.shu.ac.uk/3182/.
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Total Quality Management (TQM) is a phenomena of the eighties. According to Pascale (1990), it has received more publicity than any other management innovation. Its level of popularity seems only to be rivalled by the variety of ways it manifests itself to managers and academics. This thesis is an explanatory case study (Hamel 1993; Yin 1994), based on research into one company's efforts to introduce Total Quality Management to their organisation. The research task was to explain the changes being brought about within the researcher's employing company, Ilford Limited, a photographic materials manufacturer, during six years of TQM adoption. The exploration of different perspectives that would explain the organisational changes being studied were primarily driven by a search for 'useful knowledge' (Louis 1983). This work grew from TQM as a quality improvement programme to the use of an ideological perspective and critique, (Bendix 1956; Gramsci 1971; Seliger 1976; Giddens 1979; Anthony 1977; Habermas 1984; Mumby 1988), which could be seen as contextually relevant, (Pettigrew 1985). Bendix defined management ideology as "those ideas which are espoused by or for those who exercise authority in economic enterprises". It will be argued that TQM renews the ideological appeal which is focused on securing managerial commitment to the aims of the organisation. The need for a renewed appeal in Ilford followed an 'array of cost cutting attacks' such as redundancy and reorganisation, in which managers have become as much the victims as the shop floor workers in the past. The effect of this 'victimisation' on the management community in Ilford was significant and led to an increasing alienation of its managers, (Baxter 1982). This alienation was aggravated by a rising cynicism amongst managers and a loss of value previously inherent in their work as a central life interest. The importance of committed managers to the success of the organisation is highlighted by Anthony, who comments that managers will replace the manual worker as the focus for ideological appeal, because they are now "the determinant of productivity". In Crosby's (1979) view, management commitment is 'Step One' in improving quality management and other writers on quality such as Deming (1986) and Juran (1992), would concur that managers are also the 'determinant of quality'. TQM has therefore, two main roles, an overt role as a rational response to poor competitiveness and a covert role of renewing the legitimacy of a management ideology. Both of these roles are examined in this thesis. TQM as ideology is also a critique of the rational management perspective, in Thompson's (1989) words, "ideology is the thought of the other". The derogatory use of the term to indicate a 'false consciousness' and as a hegemonic project that has infiltrated companies with "New Right" ideas of the "internalisation of market relations", has been developed by some Trades Unions and academics, ( Hall, 1988; GMBU Paper 1991; Du Gay and Salaman 1992; Tuckman 1994). This perspective will be discussed in the context of the case study and the search for useful explanations of TQM induced changes at Ilford Limited.
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Sherif, Khaled F. "Total quality management and construction project management in Libya." Thesis, University of Plymouth, 2010. http://hdl.handle.net/10026.1/2510.
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This thesis sought to explore total quality management (TQM) implementation and barriers that need to be overcome due to differences between societal cultures, which have become a subject of intense discussion in the wake of the globalisation of the world economy. Inter-societal cultural barriers to TQM implementation were contrasted against the accepted organisational cultural barriers, which are well documented in established literature on this topic. A case study for the analysis was taken from the Libyan construction sector, where TQM is increasingly being reported as being adopted by companies keen to solve quality problems in their industry. This research explored the barriers that exist and that have acted to hinder the adoption of TQM practices using an in-depth survey of two Libyan construction companies (A&B). The findings of this research are presented as a conceptual framework upon which proactive measure may be planned to improve TQM adoption and which may also act as a guide for further research. Both qualitative and quantitative techniques were used to obtain primary and secondary data for the research and the TQM model framework was successfully used in a self assessment case study of companies (A&B) in Libya. The survey was able to identify critical barriers that were assessed in relation to other published data on inter-societal and intra-organisational barriers so as to identity a number of barriers unique to the Libyan case study. The overall results indicated that the case study companies were in the early stages of TQM initiatives and that there were large areas for improvement to overcome the barriers.
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DeFazio, Mary Beth. "Total Quality Management and the Malcolm Baldridge National Quality Award /." Online version of thesis, 1993. http://hdl.handle.net/1850/11577.
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Майборода, Тетяна Миколаївна, Татьяна Николаевна Майборода, Tetyana Mykolaivna Mayboroda, and D. O. Lysak. "Features of application of KAIZEN and total quality management (TQM) approaches in quality management at enterprises." Thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/82530.
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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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Bruno, Laura. "supplier quality management: caso cmc marine." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2019.
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Analisi del parco fornitori dell'azienda CMC Marine attraverso l'analisi delle performance, KPI, Vendor Rating e individuazione delle priorità e delle azioni correttive. "Fil Rouge" dell'elaborato la norma UNI EN ISO 9001:2015
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Grossman, Mary Alice. "Validation of a Quality Management Metric." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2000. http://handle.dtic.mil/100.2/ADA384217.
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Thesis (M.S. in Software Engineering) Naval Postgraduate School, Sept. 2000.<br>"September 2000." Thesis advisor(s): Osmundson, John; Michael, J. Bret. Includes bibliographical references (p. 121). Also available online.
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Baškarada, Saša Koronios Andy. "Information quality management capability maturity model." Wiesbaden : Vieweg + Teubner Research, 2009. http://site.ebrary.com/id/10382617.
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Tabladillo, Mark Z. "Quality management climate assessment in healthcare." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/24162.
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Fan, Linda Chi Ning. "Strategic quality management for construction organisations." Thesis, Henley Business School, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.395787.
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Balubaid, Mohammed Abdullah. "Knowledge Management to Support Quality Costing." Thesis, University of Manchester, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.492765.
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This thesis examines the difficulties associated with quality costing and proposes a solution based upon the use of knowledge management techniques. Therefore, knowledge management techniques and technologies are studies and compared to find the most suitable to reduce quality costing problems.
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Onuwa, William. "Quality management practices and organisational performance." Thesis, University of Surrey, 2008. http://epubs.surrey.ac.uk/832/.
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The purpose of this research study is to examine the relationship between Quality management (QM) practices deployed as part of a broader management approach and organisational performance in a financial services industry. Quality management as an organisational performance improvement tool or approach has been in practice since the late 1980's following the decline in the American manufacturing industry and competitive position compared to the Japanese. Quality management practices have increasingly become an approach used by firms for gaining competitive advantage in an environment where there is a process of constant change in the national and international competitive environment, due in part to globalisation and increased interdependence of world economy. These changes and interdependence have brought an increased demand on organisational competitiveness and performance with the customer gaining a central place in organisational focus.
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Wang, Xu. "An integrated total quality management framework." Thesis, University of Sussex, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.489031.
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Seager, John. "Environmental standards for water quality management." Thesis, University of East Anglia, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.302181.
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Villegas, Miguel E. "A quality management system complexity model." Thesis, Birmingham City University, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.433968.
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Vuorinen, Kim. "Quality Management in Offshore Construction Project." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Industriell organisation och produktion, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43408.
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Companies have a need to internationalize and locate all over the world to gain advantages against competition. However, when companies internationalize, they face difficulties. One of the major difficulties is how they can reach the same high quality around the world in their business facilities. Over one third of all construction projects reporting major defects. The purpose of this thesis is to research how companies implement Quality Management in offshore construction projects, what are the common challenges related to the subject and how to overcome these challenges. The theoretical framework for the study is gathered from academic literature. The thesis uses a qualitative research approach. The primary data is gathered through interviews and observations that are conducted on an offshore construction site. The case study in this thesis researches how a multinational company handles Quality Management in an offshore construction project. The company’s Quality Management guidelines and practices have been established in Europe, whereas the location and context of this study is in Southeast-Asia. The difference in business context and cultures causes additional challenges in implementing Quality Management in the project. After analyzing the data, the company’s Quality Management practices are compared to suggested practices in the academic literature. These suggestions can be valid for other multinational companies that are expanding to different continents. The results show that when companies do offshoring decisions, relationship quality with contractors and partnership credibility should be central attributes, even if it means doing business with higher priced companies. Many companies do not focus enough on the quality aspect in the contractor tendering phase. Instead they tend to base decisions solely on cost and speed even though bad quality work results in increased costs and delays in construction projects.
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Hooshim, B. Benjamin (Behzad Benjamin). "Developing quality standards for property management." Thesis, Massachusetts Institute of Technology, 1993. http://hdl.handle.net/1721.1/12178.
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Mahoney, G. D. "Aspects of urban air quality management." Thesis, University of Liverpool, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.415744.
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Steyn, Nadine Louise. "Quality improvement using visual management techniques." Thesis, Cape Peninsula University of Technology, 2015. http://hdl.handle.net/20.500.11838/2214.
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Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2015.<br>The fundamental activities of a business can be summarized as being a cycle of strategy development
and implementation, operations design and management and finally performance measurement,
which feeds back into strategy design. This research aims to determine whether visual management can
assist the quality motive by adding value to the above‐mentioned business activities for start‐up
businesses and strategic business units within the South African context. The main topics to be addressed are performance management and visual management (VM). Performance management entails investigating the concept of strategy, its formulation and eventual implementation; performance measurement; improvement initiatives and greater quality theory. Visual management will be introduced as an angle on corporate communication and the importance of sharing information indiscriminately throughout the organisation. Both empirical and non-‐empirical research methods are used to answer the question of the impact of VM on business activities. The first involves a theoretical synthesis from the literature, the second was based on interviews with professionals from the relevant industries, the third is content analysis of the above.
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Alshehri, Ayman Rashed. "Quality management system for building maintenance." Thesis, Heriot-Watt University, 2016. http://hdl.handle.net/10399/3092.
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Quality management (QM) is viewed as concepts, principles, or practices within which prescriptive views and empirical facts play roles in constructing and operating the industry to improve the performance. The growth of Building Maintenance (BM) as a proportion of the construction industry’s output has led to increasing awareness of the need to manage buildings effectively. In the Kingdom of Saudi Arabia, the cost of construction projects in Riyadh City 2014 is around SR 181 billion, and that figure does include the operation and maintenance projects that cost SR 10 billion in 2014. However, this segment of the industry faces several challenges in the Kingdom. This work draws on five Quality Management Concepts (QMCs) (Total Quality Management, Six Sigma, Lean Management, Lean Six Sigma, and ISO 9001) to underpin the research principles, methodology, and implementation. From this research, The primary aim of this research is to investigate the Quality Management System (QMS) required to improve Saudi public Building Maintenance (BM) practices through the implementation of the most suitable and effective Quality Management Concepts (QMCs). The nature of BM is examined in detail in the literature review, to ensure the subsequent collection of appropriate knowledge and information from the empirical interviews and focus group discussions. The first qualitative exercise relates to interviews conducted to collect information to examine the current BM processes in public departments, with a view to ascertaining underlying problems and assess awareness and implementation of QMCs. This was followed by a second qualitative technique, the focus group, intended to explore the most suitable and effective QMCs for implementation in BM departments. After that, the QMS was developed and then validated by focus group method a second time. In this study, thematic analysis is used for both qualitative methods. The most significant problems facing the public BM sector were identified and then categorised into three major groups: (1) top management problems, (2) human resource problems, and (3) technical problems. The main results of the study emphasise that ISO 9001 is the most suitable foundation for quality management of BM and it is found to be an effective baseline on which the BM process can be improved. It was established that there should be specific guidelines for QM in BM (quality management system) which have been developed in this research. The QMS is customised to provide the information required to improve current practices in BM industry. It was confirmed by the evaluation and validation that the developed quality management system can generate positive outcomes, lead to better management, clear responsibilities and improve communication.