Science topic

Total Quality Management - Science topic

The application of industrial management practice to systematically maintain and improve organization-wide performance. Effectiveness and success are determined and assessed by quantitative quality measures.
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I am developing a questionnaire that investigates the systems approach as a principle of Total Quality management. Can you please help me with studies or papers that investigated the systems approach, or any source that can be related.
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Dear Nurul,
IQMA, organizes the Certified Lean and Six Sigma for 10 years (including for Yellow Belt, Green Belt and Black Belt, as well); both for postgraduate and practitioners.
Cheers,
Idaris
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As a researcher, I am trying to investigate the impact of total quality management on the quality of services provided at NGOs.
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Dear Nour Abu Kheiran, kindly see the attached
Hope this helps and good luck on your research.
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kindly may I request my respected colleagues to assist with suggestions for modern topics in total quality management issues that could be a subject to discuss with undergraduate students?
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Dear Dr. Amani
I advise you to discuss the vertical and horizontal compatibility of TQM with other departments within the organizational structure.
Good luck
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I recently developed a new contextually relevant scale to measure service quality at a local tertiary education institution for my dissertation. Now I want to develop recommendations for institutional improvement in response to the service quality negative gaps. TQM is considered a dated model. I am looking for a more modern approach or recent studies done (post 2015) on holistic improvement at the higher education institutions. I have already looked at the Malcolm Baldrige Model.
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Professor Max Moullin, thank you. You response has given me added clarity and focus. Much appreciated.
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Benchmarking refers to comparing a university functions and processes against those of another university. In so doing, it can identify gaps in its performance and develop plans to bridge the gaps (TQM).
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Abderrazak الرزاق Belabes
Steps
Planning: In this process, the aim is to find the answer to the question of how to proceed to identify deficiencies and improve them. This requires a detailed planning study.
Sample selection: The second step is to choose a similar and well-functioning institution to compare. Here, the institution in question is contacted and collaborated. Performance enhancing practices of the company are adapted.
Analysis: Comparison analyzes are made at this stage, and solutions are developed after the data is prepared.
Application: The most important part is the application part. Here, the source, the interest of the top management, the full involvement of the employees, the correctness of the comparison and the time are the important factors to be successful. Otherwise benchmarking may fail.
Considering that there is continuous change and development in today's business world, accurate comparison is possible with the follow-up of good organizations. It should not be forgotten that the aim here is not to develop new methods, but to adapt through the existing good examples.
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Any research related area/topic for working on Total Quality Management System to bring improvement in discrete manufacturing industry.
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Dear researcher,
I think that one of the most important issues or topics that can affect TQM systems for manufacturing industries in the future is Quality Engineering Techniques (QET). These techniques are very applicable and consist of statistical and non-statistical tools.
Best wishes.
Ramin Rostamkhani
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Hello everyone,
I am doing my Master's in Project Management. I need some suggestions in Research paper topics regarding Total Quality Management(TQM).
Thanks in Advance.
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Hi Kiran,
First, You have to make clear where You want to implement TQM and what You want to achieve. (Objectives) next... make a plan...next...
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Any suggestions for questionnaires or surveys on QM that are deemed valid and reliable?
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While finding a survey that has been done is nice, it might not be applicable to what you are trying to find out. In the end, you might have a survey that is meaningless.
My advice is to begin writing out a problem statement. What are you trying to research? Why is it important? Then, write a purpose to the survey and begin forming research questions. This is the framework you should begin with to formulate the actual survey items.
You seem to have some idea of what you want to research, which is a start. The problem with many surveys is that people don't take enough time in development and end up asking the wrong questions. You want a survey that measures what it was designed to measure (a very loose definition of validity).
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In the era of information globalization, the technological revolution known as Industry 4.0 and the growing importance of implementation to business models of the principles of sustainable development, modern market management systems for operating business entities are being improved.
The current technological revolution described as Industry 4.0 is motivated by the development of the following technologies of computerized, advanced information processing:
Big Data database technologies, cloud computing, machine learning, Internet of Things, artificial intelligence, Business Intelligence and other advanced data mining technologies.
In the context of the development of contemporary national knowledge-based economies and the development of information services made available via the Internet, the importance of innovative startups is growing, in which new categories of economic goods are created based on the application of innovative technological solutions.
In the second half of the twentieth century, various new conceptual elements developed (Benchmarking, Outsourcing, Reengineering, SMART, Just in Time, Poka Yoke, Kanban, Kaizen, Brain-storming, ...) and new business management systems (Business Continuity Management, Lean Management, Knowledge Management, Time Management, Risk Management, Total Quality Management, Virtual Organization Management ...), thanks to which the production processes, logistics, marketing, personnel management were improved, new participative management styles were developed, etc.
Therefore, please answer the following question:
What modern concepts of business management are adequate for currently developing innovative technology companies?
Please reply
Best wishes
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Innovations shape the global landscape and modern concepts of business management should consider the disruptive implications of the digital economy. It is evident that digital technologies influence management operations, production, and marketing. Hence, modern concepts of business management should focus on creating value through innovation without relegating the sustainable development framework.
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Also how much it takes for this journal to give the first review? (in days)
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Dear Ahmad,
the acceptance rate of TQM&BE is not known to me. However, based on my experience the first round of reviews in this journal takes 3-4 months (if your paper can get through initial screening by Editor).
Kind Regards.
Peter
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I am very confused about the formula for availability because it is given by uptime/uptime+downtime.
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Dear Parag,
The formula Availability=Uptime/(Uptime+Downtime) is the most general, and therfore will ALWAYS be correct.
The expression MTBF/(MTBF+MTTR) holds only if ALL MTBF & MTTR assumptions are in effect, and these assumptions are another, extensive discussion which is beyond our scope.
From the prctical point of view, Uptime is the interval during which a system is available WHEN WE NEED IT, and Downtime is the complementary period of time.
Downtime can result from faulty system, maintenance (both preventive and corrective), inspection/calibration, and sometimes also power-up and set-up etc.
A major contributor to Downtime is logistic times, during which a system is unavailable due to a missing part, an unavailable technician etc.
Best,
Alon Sneor
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Advanced QFD, Project Management, Construction Management, Project lifecycle, Total Quality Management, Procurement/Delivery Method, Project Performance, Customer Requirements
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any updated information on QFD application?
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TQM through MBP
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Same here
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Related literature shows that there are numerous organizations, companies and HEIs that have adopted and applied the total quality management (TQM) approach as a way to obtaining an understanding of their performance, the complexity of the teaching and learning processes and, as a way to benchmark their activities and output.
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Dear All
Thank you very much.
I would like to add,
model, its purposes and objectives?
Related literature shows that there are numerous organizations, companies and HEIs that have adopted and applied the total quality management (TQM) approach as a way to obtaining an understanding of their performance, the complexity of the teaching and learning processes and, as a way to benchmark their activities and output.
In fact, TQM approach is defined as“… a management approach of an organization, centered on quality, based on the participation of all its members and aiming at a long run of success through customer satisfaction and benefits to all members of the organization and to society” (Becket and Brooks, 2008).
Despite the fact that the EFQM excellence model is a “non-prescriptive framework”, it was proposed and designed for the non-educational organizations and may be applied in any organization “as a non-prescriptive framework that establishes nine criteria (divided between enablers and results), suitable for any organization to use to assess progress towards excellence” (Becket and Brooks, 2008).
Although the EFQM Excellence Model was initially proposed in 1953 and revised in 1996 and applied in 1998 to measure the standards of 14 companies in Europe (Ghobadianand Woo, 1996;Arjomandi et al.,2009 and Cartmell, 2013)), the model has been adapted and applied in HEIs as a self-assessment and planning instrument. It may be noted here that the EFQM Excellence Model is based on the Total Quality Management (TQM) principles, approach and framework.
Furthermore, the EFQM Excellence Model has three components. The components are: eight core values, nine criteria (called enablers and results) and the use of the RADAR logic. In addition, the eight core principles were: Results Orientation, Customer Focus, Leadership and Constancy of Purpose, Management by Processes and Facts, People Development and Involvement, Continuous Learning, Innovation and Improvement, Partnership Development, and Corporate Social Responsibility (Clayton, 1993;Steed, 2002;Hides et al., 2004; Amaral and Rosa, 2007;Dahlgaard-Park et al., 2013; Jankal, 2014).
Also, the EFQM Excellence model uses nine criteria. The criteria are: Leadership; Strategy; People; Partnerships & Resources; Processes, Products & Services; Customer; Results; People Results; Society Results and Business Results. In fact, the first five criteria are called “enablers” and the last four criteria are called “results”.
For more details, see
Quality Teaching of Private HEIs: Comparative Study based on Students’ Perceptions and Expectations. Int. J. of Quality and Innovation Vol. 3, Nos. 2/3/4, pp. 209-228 (Inderscience).
HEIs Quality Improvement Through Students and Academic Staff’s Perception: Data Analysis and Robustness of the Results. International Journal for Quality Research, 2017, Vol.11, No.2, pp.261-278(Serbia and Indexed in Elsevier).
Al-Farahidi Performative model to assess HEIs. 4th OQNHE Conference 2017, Muscat, pp.1-15.
A Framework for Fostering the Quality of HEIs: Data Collection, Evaluation, Indication and Validation. Int. J. of Quality and Innovation, 2016, Vol.3, No.1, pp.42-66 (Inderscience).
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Over the years, Total Quality Management (TQM) has pervaded the thinking of many higher education managers. This concept is a product of the market ideologies of the 1980s and the corresponding managerialism, which went with them. In that respect are different opinions about TQM, some people see it as a way to achieve competitiveness and some others look it as a management style/fashion. Despite the special features of higher education as a set of activities based on the creation and dissemination of knowledge and understanding, does the rhetoric of TQM work in Higher Education (HE) context? I mean, is there evidence that it is really working? Why or Why Not?
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There are A quality assurance unit within each college in the universities. Evaluates teacher effectiveness by distributing questionnaires to students.
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Working on a solution to enhance proper implementation of TQM in the steel industry.
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Massive thanks for sharing.
I definitely agree with william B.  In addition , there are three key obstacles for successful completion of Total Quality Management, Currently, i am consulting on implementing TQM at one cement industries in Ethiopia. What i faced is that
1. There is no positive attitude. This belongs to the existing bad working culture, comitteement and jealous support from all levels of Top management to front line workers. 
2. Technical skill gap especially on application of tools.Since, these tools are naturally advanced, they required professionally equipped manpower.   
3. Shortage of resources since TQM by itself needs resources like time, raw material, equipment's, manpower, energy etc.....
4. Last, but not least. Willingness of employees. This is very crucial. Even though an organization has skilled manpower and latest technologies, if  the employees are not  willing to do, nothing will implement and change.
My regards
Haftu Hailu
Addis Ababa, Ethiopia 
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My research is TQM in higher education with special references to autonomous colleges I have developed a questionnaire with 65 questions in 4 dimension how to give weightage to each dimension is there an formula to do it.
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You can use AHP technique to provide weightage to the 4 different dimensions. You can read many articles related to SWOT-AHP or youtube videos on AHP.
I think it will help your work. 
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In the management of quality small companies can not afford expensive certifications, in this case , what tools can be used
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Luis:
I think models that utilize total Value management (TVM) concept may be best suited for small business management since layers of management is quite flat. 
I have discussed such an approach in the following paper: Take a look
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I am working on qualitative, collective case study research with Total Quality Management as the conceptual framework. I'm looking for other frameworks that support or contrast against TQM. For example, Systems Theory is documented as a supporting theory of TQM. Peer-reviewed articles from 2012 or newer would be great.
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Also, Management by Objectives is contrasting as it focuses on the individual and short-term goals while TQM focuses on long-term gain.
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to my knowledge descriptive research have only dependent variable, as an example if i want to study the applications of total quality management at large manufacturing companies in west bank-occupied territories, then TQM is the only variable and it is the dependent variable?
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thank you all, i found the same answer in an valuable text by Neil J. salkfind
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Relationship between HRM and TQM
HRM as a part of TQM
Baldridge
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Dear Paul, we studied in Argentina, a group of companies with continuous improvement programs (main element of the TQM), and detect nine key factors for the effectiveness of these programs. Most of them are strongly related to the management of human resources.
This result is reasonable, considering that the human factor is the main element of continuous improvement and TQM.
The article is published in the Independent Journal of Management & Production; you can download from the following link: 
Best regards
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How can we test EFQM (European Foundation Quality Management) model practices of a construction company?
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do an gap analisys audit with a professional as a first step ...
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I need to document in a quality management system, the performance of good practice in a maintenance department.
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Any single machine in an operating system has a schedule of preventive maintenance even your cell phone and laptop, I personally worked for food industries for over 18 yrs main points to focus are
planning- safety precautions-issuing  work orders - completion of work orders-
 for breakdowns when the machine stops, the above route should be followed
We were using   very advanced software
 one is Pragma on Key 4
 and the other is Sage
 kindly google for these two soft wares and  you will find a satisfying answer to your question
 regards       
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The question is directed to the existence of intangible factors that could explain the success or failure of a process of continuous improvement. Do you have any experience or know of previous work to develop this theme?
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Hope the attached paper helps you too. Professor Jiju Antony, Heriot Watt University, Edinburgh, Scotland
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QMS, TQM, industrial pharmacy, 
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Change control within quality management systems (QMS) and information technology (IT) systems is a formal process used to ensure that changes to a product or system are introduced in a controlled and coordinated manner. It reduces the possibility that unnecessary changes will be introduced to a system without forethought, introducing faults into the system or undoing changes made by other users of software. The goals of a change control procedure usually include minimal disruption to services, reduction in back-out activities, and cost-effective utilization of resources involved in implementing change.
A contract document amendment is an update to an existing executed contract document. Amendment processing occurs after you execute the original contract document. An amendment update can result from changes in source transactions or changes in contract terms in the document.
Document amendment capability is available for all documents when you are not using document types. When you are using document types, amendment capability is available for documents that use document types that have been selected to use Full Life Cycle Statuses on the Document Type page.
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I'm conducting a research to assess the impact TQM practices on product quality in food manufacturing field. to guage the food product quality? what are the suggested indicators based on your experiance in food manufacturing field? 
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There any many factors that effect the implemetation of TQM in an organization.I want to find out any method to measure degree of impact of each factor on TQM
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Hello,
I don´t know which kind of organizations you are foccusing.
I have added 2 publications. One in franchise and manufacturing businesses, and one for ICT industry.
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I have an empirical perception about how these concepts are connected and are connected, but want to hear more other views, perhaps more substantiated!
Please, explain how it works the interconnectedness of these concepts? Maybe you can recommend to me some references on this domain of interest. 
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Thank you for your question.
It is neccessary to explain more in depth the relation. I want to start from the explanation of professor Bratianu and complete it. Professor Bratianu states that "Efficiency and Quality cannot be achieved without competence. That means that COMPETENCE is essential for both EFFICIENCY and QUALITY. A product can be produced efficiently without a good quality. Quality can be obtained without any specific efficiency. BUT, in a company with an intelligent management it is possible to used the COMPETENCE of people to create QUALITY by realizing EFFICIENT processes".
From my point of view we need to distinguish between long term and short term. The statement that a product can be produced efficiently without a good quality and quality can be obtained without efficiency is right only in a short term. In long term, your customers will be dissatisfied if you produce without quality and your product will be replaced by a competitor product. In the case of products with quality but without efficiency your strategy will be not sustainable in a long run because your product will be very expensive.
The relation is very clear in a long term, COMPETENCE, QUALITY AND EFFICIENCY ARE CONNECTED ALWAYS. The aim of quality is to fulfill customer requirements, the objective of Efficiency is to reduce costs and waste and the purpose of competence is to increase the capability to improve customer requirements and costs.
Then, you need to improve always to remain competitive in the market.
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I'm working, with my co-author, on the impact of TQM on Innovation, the role of employee job satisfaction.
We selected the following dimensions of TQM:
- Leadership
- Employee skills
- Training
- Compensation
Do you think that those dimensions are relevant to measure TQM?
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You can read
Kaynak, H. 2003. “The Relationship between Total Quality Management Practices and Their Effects on Firm Performance.” Journal of Operations Management 21: 405–435.
It is a very good paper that contain TQM dimensions. Revise also last papers of "Total Quality Management & Business Excellence" journal. Criteria of Excellence Models such as EFQM, can be interested for your investigation. They can also resume TQM dimensions.
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A customer participates in suppliers improvement program is expected to play a certain role, for instance, tutor, observer, supervisor or even leader in the improvement program. I searched in library records without finding a hint. Need help, please. 
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I mean is there a relationship between the components of the organizational culture for example - Bureaucratic style - Rules and regulations - Centralized management - Lack of authorization and the application of TQM in government institutions ?
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I would like to get an idea about developing a TQM model for manufacturing SMEs in the context  of developing countries.
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Hello Ibrahim, you may want to read the article titled "TQM Best Practices: Experiences of Malaysian SMEs" by Rahman, Mohd Nizam Ab and Tannock, James D. T., that was published in Total Quality Management & Business Excellence, June 2005, Vol. 16, Issue 4, pp. 491-503. 
Abstract: 
The progress of TQM in SMEs, particularly in developing countries, is a significant research issue at present. This paper presents some of the most important findings of three case studies, undertaken at SME companies in Malaysia. The companies comprise medium-scale automotive parts and plastics manufacturers, and a smaller food manufacturing company. Each company case provides insights into the issues facing SMEs, who are trying to develop more advanced quality management approaches. The case studies involved structured interviews with top management at each company, based on the award criteria of the Malaysian Quality Management Excellence Award (QMEA). The case study analysis illustrates that the companies studied have adopted distinct approaches to the implementation of TQM, which could be shared by other SMEs. Some of the key issues that have been addressed by the case study companies can be summarized as: effective top management commitment, an effective steering committee engaged in policy and planning management, real employee involvement, employee rewards and skills development. The issues of benefits perceived, barriers and quality progress of the companies are also presented in the paper.
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Making a strategic plan to implement TQM at a university.
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Let us see the other side - of TQM - which is complex.
High Commitment, Culture, Constancy of Purpose will only facilitate, when the objectives being chased are aligned to the ultimate Organisational Objectives (call them strategic objectives). I call PLANning as defining Purpose, Leveraging for balancing attainment, Alignment for Commitment, Culture, Constancy of Purpose, and Negotiating for success @ current capabilities.
For a brief 'excerpts' this paper may help- http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1830316 
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Is there any relationship between Total Quality Management and Corporate Social Responsibility?
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Hi Sujata,
You have posed an interesting question which seeks to explore the synergies between the two concepts of Total Quality Management (TQM) and Corporate Social Responsibility (CSR)?. There are numerous studies that have provided empirical evidence of the relationship between TQM and CSR. The starting point for this would having an understanding of what are the building blocks (namely the ‘what’ of theory building) between the various dimensions such ‘shared philosophies’, concepts, principles, tools, practices, constructs of both TQM and CSR and then matching the similarities between them. You might wish to refer to one of my earlier articles (copy attached which is also available on ResearchGate) which simplifies the interpretation of TQM based on the key seminal studies, and also provides some examples of various components, principles of TQM.
Chileshe, N. (2007) Quality management concepts, principles, tools and philosophies: A valid methodology for deployment within UK constructional related SMEs, Journal of Engineering Design and Technology (JEDT), 5(1), 49-67. Emerald Group Publishing Limited, DOI: 10.1108/17260530746605
Having done that, I would recommend looking up the following articles which explicitly provides the theoretical, empirical connections between TQM and CSR. I would initially start with Ghobadian et al. (2007) as it does provide similarities and some basis from the philosophical view points. See citation below:
Ghobadian, A., Gallear, D. and Hopkins, M. (2007) "TQM and CSR nexus", International Journal of Quality & Reliability Management, Vol. 24, Iss: 7, pp.704 – 721.
The second study worth reading is by Robson and Mitchell (2007) and illustrates how one concept (TQM) can act as an enabler of the other (CSR), and in so doing provides some empirical demonstration of the existing relationships. See citation below:
Robson, A. And Mitchell, E. (2007) "CSR performance: driven by TQM implementation, size, sector?", International Journal of Quality & Reliability Management, Vol. 24 Iss: 7, pp.722 – 737.
As stated in my paper of 2007, (see Figure 3, pg. 57) it is also worth examining the tools as applied in each of the two concepts, and some examples of these tools from a TQM perspective are provided. You could then look up the following study by Castka and Balzarova (2007) which further demonstrates the linkages between TQM and CSR using the basis of the ‘tools’
Castka and Balzarova (2007) "A critical look on quality through CSR lenses: Key challenges stemming from the development of ISO 26000", International Journal of Quality & Reliability Management, Vol. 24 Iss: 7, pp.738 - 752
In summation, the answer to your question is ‘Yes’, there exists some association between TQM and CSR and I have just selected a few studies to highlight that and what’s already published. For example, one of the building blocks or thus labelled as ‘constructs / concepts / principles’ of TQM is ‘Continuous Improvement’ (see Figure 3, pg. 57 of my attached paper) and the recent study by Hollingworth and Valentine (2014) provides further support of the above suggested approach of identifying the similarities among the concepts of TQM and CSR. This study uses the continuous process improvement (which are also enshrined in TQM) activities and CSR in demonstrating this relationship. The full citation is as follows:
Hollingworth, D. and Valentine, S. (2014) "Corporate social responsibility, continuous process improvement orientation, organizational commitment and turnover intentions", International Journal of Quality & Reliability Management, Vol. 31 Iss: 6, pp.629 - 651.
All the best,
Nicholas
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Advances in different areas are often offloaded into education. One concept that is currently being peddled in different areas is lean management. Outside of theorising, are there specific areas in which the principles of lean management can benefit education? Do the central principles of lean management converge with the goals of education or do they stand divergent to it? Does it bring a one size fits all scenario? Please let's have your views
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Hi, Gordon:
This has been a perplexing issue for many in education! Perhaps because of  problems in understanding, communicating and transferring lean thinking in the education context!
For example, a recent research study (Bessette, 2012) argued that principles, management, and leadership tactics within standards of businesses recently have proven to become nonconforming in terms of education which prevails and is exercised in businesses!
The author goes on to argue that simplistic operations techniques which have been used and nurtured in the past three decades have shown to become obsolete in terms of the new visions and focuses on realistic goals and plans within companies and organizations.
Furthermore, the author argues that sustainable methods, with the increased concentration in operations management techniques, have proven to be useful and educational in terms of task completion. When companies, associations, and organizations plan and show significant impacts on environments, ecosystems, and societies, they have the ability to enable humans to significantly help improve the surrounding educational methods towards businesses!
Very interesting research. please take a look at it:
  • Bessette, D. (2012). THE MANAGEMENT PROCESSES: UTILIZING LEAN THINKING AND SIX SIGMA [6σ] TECHNIQUE EDUCATION IN SUSTAINABLE METHODS. Review Of Management Innovation & Creativity, 5(14), 69-73.
Hope this helps!
Nadeem
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Many researchers argue that EDI (i.e. Electronic Data Interchange) technology does not provide flexibility, arguing that EDI is out of date technology. To what extent is this claim valid? To which industry sector to this valid? What is the alternative?
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Intranet technology is already adopted by most of the system suppliers. The new trend is to use Enterprise Content Management Systems for sharing not only of documents but sharing of real-time dynamic production data. A good approach is to extend the existing functionality of existing CMS (like SharePoint) with additional Manufacturing Operations Management (MOM) functionality, such as ISA 95 objects, OPC, BAPI, etc.  
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We always say / hear that bottom-up approaches stand a far better chance to succeed compared to top-bottom directives. Have you had any experience in that?
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I have taught in France, Ukraine and the US, and know from experience that faculty in each nation have some similar, and some different, assumptions that they bring to teaching. Also, colleges and universities are complex, and different in ways from other organizations. So one part of the answer for you will be toaddress the dynamics in Georgia, and not assume that what works somewhere else will fit your needs.
I have found that most organizations need several things to increase motivation. People need to be listened to, people at all levels. They need to be part of the change process. Neither bottom up or top down solutions will be sufficient – both are needed. Deming’s advice, take the fear out of the workplace, is still essential.
The classic organization development approach begins with action research, a means for listening to and then involving participants in the change process. This can be very effective.
The Socio-Economic Approach to Management (SEAM), which has 40 years of research history in over 1300 organizations of all kinds works on two fronts – how to involve people is respectful and effective ways, and how to make sure that the organization is as efficient as it can be financially. Part of the SEAM insight is that standard accounting does not factor in many hidden costs, which in Europe now add up to 20,000 euros per employee. The process of involving all employees in reducing hidden costs and improving management practices has made SEAM a model worth considering when it comes to change. You can see more at www.stthomas.edu/seam
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I am simply asking whether, a nation's culture affects the implementation process of TQM or not? Are the theories of management and change management universal? And are the golden rules of TQM applicable as they are or do they need to be redesigned for every culture?
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I agree and support the ideas of Prof Vesna K Spasojević-Brkić answers logic and Argumentation. A lot of researchers have argued and shown the importance of adaptation of the excellence models. I have experienced this in my research work to adapt the SCOR model to suit the situation of the developing countries. I have observed that different improvement initiatives need to be adapted to the new cultural and operational situations. I have published a paper to recommend the adaptation of different best practices to different local scenarios. You can refer the following my paper:
1. Industries in Developing Countries, International Journal of u- and e- Service, Science and Technology, Vol. 6, No. 3, 13-26, 2013. Georgise, F. B., Thoben, K.-D., Seifert, M., (2013), Implementing SCOR model Best Practices for Manufacturing
You can refer some of the following in below research papers for example:
1. The research done by Thomas wood Jr and Miguel P. Caldas, Adopting imported masnagerial expertise in developing countries: the Brazilian experience,
2. The research work that published by Abdulrahaman Alsughayir and Mohamed Zairi in title the adoption of excellence models through cultural and social adaptations,
3. The other research work published by Tito Conti, How excellence models should be adapted to take into account local values and cultures,
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Knowledge Sharing concerns the activity through which information, skills, and expertise are exchanged among employees. Encouraging knowledge sharing would positively affect organizational excellence.
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Dear Mahfuz
It is said that knowledge is power. This feeling can obstruct knowledge sharing. I will say the following to promote knowledge sharing:
1. Knowledge management (KM) is building culture of knowledge learning, sharing & development.
2. Only some businesses have been able to develop a culture of KM & knowledge sharing; most organizations have no strategy for sharing knowledge. with staff
3.Making information available at all level: Is issue of organizational culture and leadership; so it is important to have leaders in the organization who can inspire the knowledge workers
4. Need to undertake effective education and training to develop knowledge-sharing culture in the organization.
5. Develop shared vision and team-working culture so that there is no competition amongst workers.
6 People normally have a habit of knowledge-hiding with peers; so there is a need to build incentives for knowledge-sharing.
7. Develop effective interventions such as mentoring, coaching counseling for changing the mental models (Peter Senge) i.e. people assumptions, values, and attitudes.
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Continuous improvement consists of incremental initiatives and innovations to achieve best practices. All expectations and objectives should be deployed to stakeholders clearly. Providing encouragement and implementing incentive plans should help in developing a culture of continuous improvement.
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Dear Mahfuz
Personally, I feel that sustainable continuous improvement (CI) requires the following thinking and action::
1. Accept continuous improvement as a "VALUE" of the organization; inculcate it in all
2. CI is an attitude; shape it by linking it with rewards and recognition
3. Create a buy-in of the people in CI, so that they see in it why they should do it.
4. Do it not through direction but by empowerment/Involvement/suggestions
5. Develop a shared vision of the organization; and link it with that
6. Identify training need, deliver first-rate training, & measure its effectiveness.
7. Create an environment of continuous learning among all employees
8. Create an atmosphere of people care, dignity, positivity, inspiration, and fun
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Now it is very common to implement quality assurance systems in organizations.
People work with and under quality assurance procedures, and these have to be helpful.
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A document is subject to change at any time where there is an improvement, it is not recommended to set a time for the revision as life cycle, the procedures are to be used every day, so any change in the process is updated at the same moment, otherwise I give opportunity to a fault. In addition, internal audits are an evidence that the procedures are updated.
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Can somebody recommend a sample of questionnaire in this regard, and how to prepare it?
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A proposed leader must have specific qualities that suit his or her ability to lead an organization or department. These qualities can be learned, acquired through education, or be adapted by new skills and technologies. Although these qualities are mainly required for mid to upper management positions, it is important to have other employees in the organization who also have these skills and abilities. This is to secure quality improvement processes are secure and organizational standards are being kept up to date.
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Great leaders can follow as well as they lead. As previously stated, leaders listen and follow through on their stated and written actions.
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CRM is a strategy adopted by firms who are customer oriented i.e who concentrated on satisfying customers' needs and building relations with this customer in an aim to sustain and maintain the customer. however TQM is a strategy that focus on controlling, monitoring and auditing firms' processes and procedures in an aim to enhance the overall performance and to minimize default. but and what is the relationship between both strategies?
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TQM has been defined in a number of different ways by a number of different people. Besterfield (2004, p. 24) defined TQM as both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organization. It is the application of quantitative methods and human resources to improve all the processes within an organization and exceed customer needs now and in the future.CRM can be a model for managing the interactions of an organization with its clients and customers.
As we know, customer focus, which is in line with CRM, is one of the main principles of total quality management. Thus, implementing CRM can lead to satisfy one of the requirement for applying total quality management.
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How can I prepare a questionnaire?
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TQM Implementation for a company is more to do with its readiness to imbibe systems based on customer orientation, continuous learning, willing participation of employees in continuous improvement-thus readiness for accepting change on continuous basis, zero tolerance to deviations, and above all willingness of all the employees including the top level executives of the organization to adhere to strict discipline with scope for new ideas. Therefore, understanding ability to implement TQM requires readiness of the organization on all the above areas.
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I have analysed aspect (X) into 10 factors then I asked 70 respondents to rank these 10 factors using 1-10 scale (1 mean most important and 10 means least important). Which statistical analysis tool shall I use to analyse such data and what would be the associated hypothesis?
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Fried man Test which is a non parametric test used to analyze ranked data.We will get mean rank. After that we have to go for post hoc test also. The post hoc test to be used is Bonferroni Correction.
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I am doing a survey for a mega steel factory as case study for quality management. Does anybody know which factors should be taken into account?
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Could You be more specific about this factory? By 'mega' You mean what exactly?
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Human Resources management
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The most important step is to measure all of the current processes in your HRM organization (e.g., number of applicants processed per week/month, time required to post a job application, time required to process completed job applications, time required to hire a new applicant, time required to complete orientation training for a new applicant, time required to process a promotion and/or award for an employee, number of employee complaints [against managers] filed and processed, time required to out-processs an employee [separation, layoff, retirement], time required to post an HR action in an employee's offical file, number of employees who review their official file, etc.).
Once you have put procedures in place to measure all of your HRM processes, the next step is to measure each HRM transaction and build a database of with each transaction and how long it takes to accomplish each one. After a short period of time, you will have enough data to perform basis analysis (average amount/time/number, maximum amount/time/number, minimum amount/time/number, etc.). The next step would be to compare/benchmark your HRM statistics with industry standards (if avalable) or with the leader in your area (again, if available).
If you do not have external numbers against which you can compare your measurements, you can then set goals for each key measurement and modify your internal processes in ways that will increase throughput and/or reduce time to help you meet your objectives.