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Добірка наукової літератури з теми "TQM"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 20 лютого 2023

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Статті в журналах з теми "TQM"

ENKAWA, Takao. "From TQC to TQM." Journal of the Society of Mechanical Engineers 102, no. 972 (1999): 658–60. http://dx.doi.org/10.1299/jsmemag.102.972_658.

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Gapen, D. Kaye, Queen Hampton, and Sharon Schmitt. "TQM:." Journal of Library Administration 18, no. 1-2 (July 13, 1993): 15–28. http://dx.doi.org/10.1300/j111v18n01_02.

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Sherwood, K. F. "TQM." Manufacturing Engineer 68, no. 6 (1989): 18. http://dx.doi.org/10.1049/me:19890048.

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Singh, Kanwarpreet, and Inderpreet Singh Ahuja. "Synergising the effects of transfusion of TQM and TPM for Indian manufacturing industries: a tactical TQM-TPM model." International Journal of Process Management and Benchmarking 5, no. 4 (2015): 456. http://dx.doi.org/10.1504/ijpmb.2015.072326.

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Taket, Ann, and Robert L. Flood. "Beyond TQM." Journal of the Operational Research Society 45, no. 6 (June 1994): 723. http://dx.doi.org/10.2307/2584464.

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Harvey, Lee. "Beyond TQM." Quality in Higher Education 1, no. 2 (January 1995): 123–46. http://dx.doi.org/10.1080/1353832950010204.

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LAKHE, R. R., and R. P. MOHANTY. "Understanding TQM." Production Planning & Control 5, no. 5 (September 1994): 426–41. http://dx.doi.org/10.1080/09537289408919515.

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Cassidy, Michael P. "Streamlining TQM." TQM Magazine 8, no. 4 (August 1996): 24–28. http://dx.doi.org/10.1108/09544789610125298.

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Loney, Tim. "TQM Training:." Journal of Library Administration 18, no. 1-2 (July 13, 1993): 85–95. http://dx.doi.org/10.1300/j111v18n01_07.

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Van Cuylenburg, Peter. "Why TQM?" Managing Service Quality: An International Journal 1, no. 1 (January 1991): 31–34. http://dx.doi.org/10.1108/eum0000000003119.

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Дисертації з теми "TQM"

Sinclair-Williams, M. J. M. "Disability and safety management systems in TQM and non-TQM organisations." Thesis, University of Surrey, 1998. http://epubs.surrey.ac.uk/844353/.

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Historically society has, at various periods in time, protected the health, safety and welfare of those most disadvantaged by using socially based collective mechanisms. Within the United Kingdom the model used to achieve this collective protection has developed from proscription, under the Factories Acts, to a more self-regulatory and risk based approach advocated by Lord Roben's under the Health and Safety at Work etc. Act 1974 and its relevant statutory provisions. The body tasked with providing examples of good practice and regulating the provisions of the Act, The Health and Safety Executive, advocate a management-led model using the principles of total quality management (TQM). This model is one which purports to focus on a systematic and empowered approach by involving all staff in the evaluation and reduction of systematic error within processes throughout the whole organisation. It can be argued that the contemporary disadvantaged are no longer the children of the industrial revolution but are those members of society who seek employment yet are handicapped by society through disability or impairment- the paradigm of disability. This study sought to explore this paradigm of disability and TQM within the context of two contrasting industrial sectors - the engineering and retail sectors. The study sought to break new ground by exploring whether the TQM model, which advocates system totality, reduction in variation and continuous improvement as fundamental principles, does in fact provide improved cognitive adequacy (a construct of institutional responsibility, communication and problem resolution) within the paradigm of disability. The study used a triangulation methodology to collect qualitative data at the individual and institutional level. This involved a number of phases comprising group discussions, focus groups and self-completed questionnaires (n=1135) by economically active disabled, impaired and handicapped individuals and at the organisational level case study analysis (n=8) and self-completed questionnaires (n=2181) by institutional key players. Although the construct of disability is multifaceted, the study concluded that at the individual level a number of factors were perceived to be ranked higher and as such more important to disabled employees in maintaining their health, safety and welfare. These were further classified into 'software' and 'hardware' domains of a safety management system with institutional social support being most important. Social support comprised support, communication and trust and was perceived to be low at the organisational level. At the institutional or organisational level social support can be measured using the theory of cognitive adequacy comprising responsibility, communication and problem resolution. When measured at the organisational level, via the policy domain, cognitive adequacy was once more concluded to be low or absent. These results applied equally to individuals within both the retail and engineering sectors. The study also concluded that, at the organisational level, safety systems which can be categorised as formal did not exist to meet the needs of the disabled within the organisations studied. This was particularly evident at the policy domain level where it was noted that few companies had included provisions for the allocation of specifically defined responsibility and control. However there existed many informal sub-systems which had developed through group dynamics and personal interrelations. In many cases those tasked with operational responsibility were unaware of such sub-systems. There also existed many barriers within the disability paradigm to both the duty holder and disabled employees meeting specific duties under the Health and Safety at Work etc. Act 1974. In particular communication, both verbal and non-verbal, presented the highest ranked barrier to organisations achieving a high cognitive adequacy condition. Each construct was measured using contingency tables and log-linear analysis to determine any association between TQM and non-TQM organisations for the paradigm of disability. Significant differences in data acquisition, performance measurement and problem resolution existed between TQM and Non-TQM organisations. However in relation to the paradigm of disability, the study concluded that the data supported the null hypothesis that, in the context of the paradigm of disability, no significant differences were exhibited between the safety management systems (SMS) of organisations who had adopted TQM and those that had not. Holistically this study has provided a deeper understanding of the complexity of the disabled paradigm and safety provisions at work.

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Burkhard, Carina. "TQM-Trend-Matrix Methode zur prognostischen Analyse unternehmensspezifischer Wirkungen von TQM-Massnahmen /." [S.l.] : [s.n.], 2006. http://se6.kobv.de:8000/btu/volltexte/2007/41.

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Лучишина, К. Л. "Управління підприємством на основі TQM". Thesis, Видавництво СумДУ, 2009. http://essuir.sumdu.edu.ua/handle/123456789/12226.

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Zelená, Karolína. "Aplikace TQM v hotelovém provozu." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-200153.

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This master thesis is focused on Total Quality Management implementation into Sovereign Hotel Prague. The aim of this thesis is to discover the quality level of this hotel and initiate such arrangments that would lead to longterm sustainability.Therefore there is a complete intern audit realized, that is conducted out of 25 quality checklists with all together 376 evaluation criteria. There are also used reviews from Tripadvisor and Booking.com for evaluation of the quality in hotel Sovereign. The results from the intern audit lead to implementation of TQM in the hotel. The theoretical part is focused on definition of quality, its characters, aspects and possibilities of quality management. It describes the principles of Total Quality Management and its use in hotel business. Facilities, services, organisational structure and market position of Hotel Sovereign is also characterised.

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Hansson, Sven, and Jeanette Karlsson. "Undersökning av sågverks effektivitet med avseende på underhåll : Vikten av en kostnadseffektiv underhållspolicy." Thesis, Växjö University, School of Technology and Design, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-954.

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Det finns stora förluster i sågverk som inte framkommer av deras traditionella driftsuppföljnings¬processer. Strategiskt viktigt för organisationen är frågan vad företaget behöver göra för att bli effektivt. I detta arbete diskuteras mätmetoder av effektivitet med avseende på underhåll och hur effektiviteten kan mätas med hjälp av att beräkna den totala utrustningseffektiviteten (OEE). Arbetet beskriver också olika underhållsstrategier och processen med att införa en sådan policy på sågverk. Under en period av sex dagar beräknas OEE på fem sågverk. Resultatet var att OEE värdet i snitt var runt 50 procent, som är ganska lågt. Genom att applicera en kostnadseffektiv underhållspolicy kan företaget öka sitt OEE värde och få en mer effektiv process. Detta kan göras genom att en policyn minskar de övergripande kostnaderna relaterade till de sex stora förlusterna. Diskussion förs också kring avvikelserna/stoppen och hur orsakerna till dessa kan härledas genom analyser med t.ex. Ishikawadiagram. Arbetet lyfter fram att ett systematiskt förbättringsarbete skulle ge nästan ett fördubblat kapacitetsutnyttjande för sågverken utan några större investeringar. I arbetet beskrivs hur sågverken kan bli framgångsrikare med detta genom att välja en kostnadseffektiv underhållspolicy.

There are several big losses in sawmills that are not addressed by the traditional operation feedback systems. It is strategic significant for organizations to address the question what need to be done in order to bee more effective. This work discusses methods of measurement the effectiveness with respect to maintenance and how the effectiveness can be measured by assessing the Overall Equipment Effectiveness (OEE). The work also emphasizes on maintenance strategies and the process of implementing such a policy in sawing mills. During a period of six days assessments of OEE were made in five different sawmills. The results were that OEE in general were about 50 percent, which is considered low. By implementing a cost-effective maintenance policy, it will lead to increase the value of OEE for the process. Using a policy that will decrease the overall costs related to the six big looses could do these. Discussions the production stoppages and how these can be analyzed by using different tools, such as Ishikawa diagram are addressed. The work highlights that a systematic improvement work would increase appreciably the capacity utilized without any large investments. This study also describes how sawmills can be successful when increasing their effectiveness by selecting a cost-effective maintenance policy for their process.

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Belabbes, Mehdi El. "Les déterminants de la réussite pérenne du management par la qualité totale : cas du groupe CODIM2." Thesis, Corte, 2013. http://www.theses.fr/2013CORT0010.

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Notre thèse repose sur le constat, confirmé par les auteurs et les professionnels, que le management par la qualité totale (TQM) est un mode de gestion centré sur la qualité, visant la rentabilité à long terme par la satisfaction des clients et l'amélioration continue de l'ensemble des processus de production. Notre travail a pour objectif d’explorer les déterminants qui assurent la pérennité de la réussite de ce système managérial. En adoptant un mode exploratoire de recherche basé sur une étude clinique, nous avons choisi le groupe CODIM comme un terrain pour effectuer notre étude de cas. Dans cette perspective, notre question de recherche est formulée de la manière suivante :- Quels sont les déterminants de la réussite pérenne du management par la qualité totale ?Nous avons entrepris de répondre à cette interrogation lors d’une recherche en trois phases :• Une phase de conceptualisation qui comprenait une étude approfondie du concept du management par la qualité totale, fondée sur l’expérience des auteurs et sur la littérature existante, ainsi que l’étude des théories et des pratiques liées au TQM.• La seconde phase visait à élaborer un modèle idéal des déterminants de réussite du management par la qualité totale, concrétisé par l'ensemble des variables explicatives de notre question centrale.• La troisième phase consistait à expérimenter notre modèle théorique et à tester nos hypothèses grâce à une étude qualitative suivie d'une étude quantitative
Our thesis is based on the fact, confirmed by the authors and professionals that the total quality management (TQM) is a management focused on quality, for the long-term profitability by customer satisfaction and improving all continuous production process. Our work aims to explore the determinants that ensure the sustainability of the success of the managerial system. By adopting an exploratory search mode based on a clinical study, we chose the CODIM group as a ground for making our case study. In this context, our research question is formulated as follows :- What are the determinants of long-term success of the total quality management ?We set out to answer this question during a search of three phases:• A conceptualization phase that included a thorough study of the concept of total quality management , based on the authors experience and the literature, and the study of theories and practices related to TQM .• The second phase was to develop an ideal model of the determinants of success in total quality management, embodied by the set of explanatory variables in our central issue.• The third phase was to test our theoretical model and test our hypotheses through a qualitative study followed by a quantitative study

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Eriksson, Henrik. "Benefits from TQM for organisational performance." Licentiate thesis, Luleå tekniska universitet, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-18776.

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Total Quality Management (TQM) is sometimes considered as a management system in continuous change and consisting of values, methodologies and tools, the aim of which is to increase external and internal customer satisfaction with a reduced amount of resources. Whether TQM improves the performance of companies has been discussed for several years. One way to work with TQM and its values, methodologies and tools is to apply for and work with a quality award. Today, there are international, national, regional, branch-wise and in-company quality awards. The purpose of this thesis is to evaluate whether and describe how working with quality awards affects the performance of companies. The thesis consists of an extended summary and three appended papers on this subject, each one with a different aim and methodology. Two of the papers study the benefits from in-company quality awards for the performance of units, and one paper studies the financial performance of quality award recipients compared with competitors and branch indices. The main conclusion of the thesis, which strengthens earlier published results, is that working with quality awards affects financial performance positively if companies successfully implement TQM, which is the case for quality award recipients. Moreover, the results of this thesis have not been able to show strong evidence proving that the performance of units which have worked with in-company quality awards, but have not yet successfully implemented TQM, are affected by this work. However, such units experience that working with in-company quality awards has positive effects on the customers as well as the employees.
Godkänd; 2002; 20070222 (ysko)

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Nitek, Kevin W. "Americas [sic] automotive competitiveness and TQM." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998nitekk.pdf.

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Elfaituri, Ashref A. "An assessment of TQM implementation, and the influence of organisational culture on TQM implementation in Libyan banks." Thesis, University of Gloucestershire, 2012. http://eprints.glos.ac.uk/2127/.

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TQM has become a competitive strategy for organisations and has been widely implemented throughout the world. Over the previous three decades, there has been a dramatic growth globally in the implementation of total quality management (TQM) in many organisations with the aim of improving the quality of their products and services, and meeting customers‘ needs. Although the literature in the field relates the success of many organisations in the implementation of TQM, it also refers to the fact that there have been some failures or shortcomings and barriers to the implementation of TQM. These failures or barriers to adoption and implementation are due not only to a lack of top management commitment or weak understanding of total quality management, but also encompass organisational cultural factors. The purpose of this research is to assess the level of TQM implementation, and to explore the influence of organisational culture on TQM implementation in Libyan banks. In addition, this research identifies the main obstacles that affect the implementation of TQM in Libyan banks. This study uses both quantitative and qualitative methods to achieve the objectives of the research. A questionnaire was designed to determining the level of TQM implementation in Libyan banks, and to identify the causal relationships between factors, in order to explore the influence of organisational culture on TQM implementation. Complimentary semi-structured interviews were conducted with managers and supervisors to gain a greater understanding of some additional issues with regard to TQM practice and organisational culture. The results of data analysis show that the level of TQM implementation in Libyan banks was low. The competing value framework (CVF) as proposed and tested by Denison and Spreitzer (1991) was used to explore the influence of organisational culture types on TQM implementation factors in Libyan banks. The findings showed that group culture and developmental culture had a positive influence on all TQM implementation factors. In addition, hierarchical culture and rational culture did not have any influence on TQM implementation factors in this context. Moreover, the study revealed that some of the obstacles that affected the achievement of a high level of TQM implementation in Libyan banks were: a lack of top management commitment; a lack of training programmes relating to quality management; and a weak focus on customer expectations and satisfaction. The findings of this study make an original contribution to the academic and practical knowledge of TQM. It is the first exploratory study to have assessed TQM implementation, and to have investigated the influence of organisational culture types on TQM implementation in Libyan banks. Besides presenting some recommendations for Libyan banks, the research offers suggestions for further research in this area.

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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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Книги з теми "TQM"

Massachusetts. Commonwealth Quality Improvement Council. TQM Massachusetts. Boston, Mass: The Council, 1993.

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Beyond TQM. Chichester: J. Wiley & Sons, 1993.

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Arthur, Lowell Jay. The beginner's guide to TQM: TQM Made Easy. Denver, Co: LifeStar, 1995.

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E, Kemper Robert. Quality, TQC, TQM: A meta literature study. Lanham, Md: Scarecrow Press, 1997.

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Morehouse, Debra L. Essentials of TQM. Aldershot: Gower, 1996.

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Biech, Elaine. TQM for training. New York: McGraw-Hill, 1994.

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TQM engineering handbook. New York: Marcel Dekker, 1997.

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Arcaro, Jerome S. TQM facilitator's guide. Boca Raton, Fla: St. Lucie Press, 1997.

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Aune, A. Teams and TQM. Hertfordshire, England: Technical Communications (Pub.), 1992.

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Wagstaffe, Alan. Understanding TQM implementation. Hong Kong: Highgrade Resources Ltd, 2000.

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Частини книг з теми "TQM"

Boxer, Lionel John. "TQM." In Encyclopedia of Corporate Social Responsibility, 2542–46. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_272.

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Gass, Saul I., and Carl M. Harris. "TQM." In Encyclopedia of Operations Research and Management Science, 842. New York, NY: Springer US, 2001. http://dx.doi.org/10.1007/1-4020-0611-x_1053.

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Schaar, H., and P. Å. Sörensson. "TQM—Einführungsstrategien." In Die Hohe Schule des Total Quality Management, 55–104. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-93549-7_2.

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Spenley, Paul. "TQM principles." In World Class Performance Through Total Quality, 19–36. Boston, MA: Springer US, 1992. http://dx.doi.org/10.1007/978-1-4615-3484-6_3.

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Dahlgaard, J. J., K. Kristensen, and G. K. Kanji. "TQM-leadership." In Total Quality Management, 73–84. Dordrecht: Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-011-0539-2_7.

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Guddat, C. "TQM-Ansätze." In Lehrbuch Pflegemanagement II, 351–68. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56583-0_13.

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Geiger, Walter, and Willi Kotte. "Umfassendes Qualitätsmanagement (TQM)." In Handbuch Qualität, 233–50. Wiesbaden: Vieweg+Teubner Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-94289-0_17.

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Geiger, Walter. "Umfassendes Qualitätsmanagement (TQM)." In Qualitätslehre, 215–32. Wiesbaden: Vieweg+Teubner Verlag, 1998. http://dx.doi.org/10.1007/978-3-322-96924-8_15.

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Tsuda, Y. "TQM in education." In Total Quality Management, 436–41. Dordrecht: Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-011-0539-2_76.

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Jones, Erick C. "TQM Case Study." In Supply Chain Engineering and Logistics Handbook, 409–16. Boca Raton : CRC Press, an imprint of Taylor & Francis Group, 2019.: CRC Press, 2019. http://dx.doi.org/10.1201/9781315159096-12.

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Тези доповідей конференцій з теми "TQM"

SCHALLER, ROBERT. "Assuring TQM failure." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3656.

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STIMSON, RICHARD. "TQM - Strategy for implementation." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3200.

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FICKLER, STUART. "The language of TQM." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3245.

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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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LIGHT, THOMAS, and JAMES LINDENFELSER. "SDIO's implementation of TQM." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3695.

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Smitley, William, and Teri Yanovitch. "TQM: The Quality Imperative." In ASME 1991 Citrus Engineering Conference. American Society of Mechanical Engineers, 1991. http://dx.doi.org/10.1115/cec1991-3706.

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Анотація:

A wide variety of methods, tools, and techniques currently exist to assist companies enhance quality. However, many of them do not bring about substantiative improvement. The reasons are varied but usually begin with a lack of senior executive commitment and leadership. This paper explores the concepts and actions that are needed to change the culture of an organization to one of continuous quality improvement. It provides the outline for successful implementation of Total Quality Management (TQM) in any corporation. Paper published with permission.

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August, Robert H., and Mark Eversoll. "Bottom-up implementation of TQM." In the 22nd annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 1994. http://dx.doi.org/10.1145/196355.196414.

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Smirnov, Valeriy. "Tqm/Iso At Russian Enterprises." In SCTCMG 2019 - Social and Cultural Transformations in the Context of Modern Globalism. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.12.04.487.

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GARTMAN, JERALD, and JOHN FARGHER, JR. "Managing the TQM cultural change." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3212.

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NORAUSKY, PATRICK. "TQM - A system success story." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3217.

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Звіти організацій з теми "TQM"

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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Hughes, Jr, and William E. Management of Variation and TQM. Fort Belvoir, VA: Defense Technical Information Center, July 1991. http://dx.doi.org/10.21236/ada238399.

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Dormeyer, Michael J. TQM, Will it Work in the DoD. Fort Belvoir, VA: Defense Technical Information Center, April 1994. http://dx.doi.org/10.21236/ada280604.

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Murfin, Robert R. Total Army Quality: TQM or Something Else. Fort Belvoir, VA: Defense Technical Information Center, April 1993. http://dx.doi.org/10.21236/ada264873.

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Wiram, Gordon M. 37TH Air Rescue Squadron--A TQM Experiment. Fort Belvoir, VA: Defense Technical Information Center, April 1993. http://dx.doi.org/10.21236/ada264892.

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DEFENSE LOGISTICS AGENCY FORT BELVOIR VA. DLA-X Total Quality Management (TQM) Implementation Plan. Fort Belvoir, VA: Defense Technical Information Center, July 1989. http://dx.doi.org/10.21236/ada212911.

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DEFENSE LOGISTICS AGENCY FORT BELVOIR VA. DLA-Z TQM (Total Quality Management) Implementation Plan. Fort Belvoir, VA: Defense Technical Information Center, July 1989. http://dx.doi.org/10.21236/ada212912.

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Reed, Ronald D. Total Quality Management (TQM) at the USAF Academy. Fort Belvoir, VA: Defense Technical Information Center, November 1992. http://dx.doi.org/10.21236/ada283191.

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Damon, Gerry A. Total Quality Management (TQM) (The National Shipbuilding Research Program). Fort Belvoir, VA: Defense Technical Information Center, September 1989. http://dx.doi.org/10.21236/ada452422.

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Kirk, Nancy. Integrating Total Quality Management (TQM) and hazardous waste management. Office of Scientific and Technical Information (OSTI), November 1993. http://dx.doi.org/10.2172/10192707.

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