...Back to "Search By Author" Abstract Number: 002-0075 COMPARISON OF TQM AND ISO 9000 EFFECTS IN COMPANY PERFORMANCE: AN EMPIRICAL STUDY IN SPANISH COMPANIES SECOND WORLD CONFERENCE ON POM AND 15TH ANNUAL CONFERENCE, CANCUN, MEXICO, APRIL 30 - MAY 3, 2004. AUTHORS: Micaela Martínez-Costa University of Murcia, Spain mili@um.es Facultad de Economía y Empresa, Campus de Espinardo 30100, Murcia Phone: +34968367801 Fax: + 34 968 367537 Angel R. Martínez- Lorente Polytechnic University of Cartagena, Spain angel.martinez@upct.es Facultad de Ciencias de la Empresa, Paseo Alfonso XIII, 50, 30203, Cartagena Phone: +34968325618 Fax: +34968327008 POM Back to "Search By Author" COMPARISON OF TQM AND ISO 9000 EFFECTS IN COMPANY PERFORMANCE: AN EMPIRICAL STUDY IN SPANISH COMPANIES ABSTRACT The effect of Total Quality Management (TQM) and ISO 9000 on performance has been extensively analysed by researchers, but this sort of research has usually been developed in separated cells. However, there are few articles analysing the effect of both systems within the same sample of companies. Our paper analyses both the effect of a TQM system and the ISO 9000 implementation in company performance. A structured questionnaire using the Flynn et al. (1994) scale for measuring TQM has been used to get the data. A postal survey to nearly 3000 industrial Spanish companies with more than 100 employees was sent. This questionnaire...
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...ymatsui@ynu.ac.jp others. This study examines the result of ISO 9000 implementation and its impacts on quality performance and performance measurement system. This study can be very useful to organization, especially the manufacturers in developing country, which attempt to identify factor of management system to improve competitiveness. Abstract Manufacturing companies in developing countries, irrespective of size or sector , often use ISO 9000 as a route to world-class status. Based on the results of an investigation by questionnaire in various manufacturing companies in Vietnam, the research is aimed to study if ISO 9000 implementation has any impact on improving the company competitiveness. Firstly, the study examines the situation of ISO 9000 implementation and its relationship with quality performance. Secondly, the study examines if ISO 9000 implementation influences the performance measurement system. The regressive models are constructed to evaluate the contribution of ISO 9000 to company performance and performance measurement system. Finally, the recommendations for further deployment of ISO 9000 are discussed. ISO 9000 is not only a tool for quality management and improvement but also a framework for performance measurement. Keyword: ISO 9000, quality management, performance measurement, Vietnam 2. Research Objectives The research is focusing in on the relationship between the implementation of ISO 9000 quality management system standard and company’s performance...
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...One of the most important attributes that ISO 9000 offers are the principles of quality management, which the ISO Systems introduces. The philosophy of TQM would be of enormous benefit to any organization if properly implemented. The whole concept of TQM is aim to ensure performance through the process of Total Employee Involvement (TWI), continuous improvement and standardization. The result will certainly be * - Committed customers * - Improve productivity * - Reduced costs * - Improved certainly in operation * - Improved company image * - Dedicated management * - Increase employee participation In order to have a good appreciation of the subject matter, an attempt shall be made to de-mystify the term Total Quality Management. Quality is the process of continuously improving a process and this is the foundation of TQM. Quality seeks to constantly improve the performance of everyone through improving the process even if no problem is identified. Quality, which in essence means customer satisfaction, is generally recognized today as the key to the achievement of competitive advantage. Innovation and cost reduction are still relevant, but are to no avail if costumers ultimately reject because production does not meet their expectations. Quality is achieved through people and in accordance with a basic HRM principle; investment in people is a pre-requisite. Total simply implies absolute involvement of all...
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...emeraldinsight.com/0954-478X.htm TQM 17,2 RESEARCH AND CONCEPTS Components of successful total quality management ´ ´ Juan Jose Tarı Department of Business Management, University of Alicante, Spain Abstract Purpose – According to the literature, quality management consists of a set of components: critical factors, tools, techniques and practices. The purpose of this paper is: to identify the components of total quality management (TQM), in order to make them known to managers and thus facilitate successful quality management implementation, and to show the situation of 106 ISO 9000 certified firms concerning these components. Design/methodology/approach – In order to achieve this objective, a literature review and a survey based on 106 ISO 9000 certified firms in Spain were developed. Findings – The results reflect that certified firms must develop their people orientation 1and use techniques and tools to a higher extent in order to progress towards total quality. Originality/value – The value of the paper is point out which TQM components are important to successfully implement TQM and identify the situation of these components in ISO 9000 certified firms in a particular area. Keywords Total quality management, ISO 9000 series, Spain Paper type Research paper 182 The TQM Magazine Vol. 17 No. 2, 2005 pp. 182-194 q Emerald Group Publishing Limited 0954-478X DOI 10.1108/09544780510583245 Introduction Total quality management (TQM) allows firms to obtain a high degree...
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...Week 6 Research Paper Journal-Gallerick Upper Iowa University Joshua Gallerick BA 567: Quality Management and Productivity Quality management is a key ingredient for competitive success. Firms strive for sustainable relative quality advantage to differentiate themselves from their competition (Talha, 2004). Intel’s quality management is the cornerstone of competitive advantage. Intel uses quality management practices to lead to superior quality outcomes and increased quality performance that appear to be founded from Deming’s 14 points philosophy. Intel Corporation is based in Santa Clara, California, is a global leader in silicon innovation, developing technologies, products, and initiatives to continually advance how people work and live. Intel designs, manufactures and sells computing and communication components, such as microprocessors, chipsets, motherboards, and wireless and wired connectivity products. The company was founded in 1968 by two scientists, Robert Noyce and Gordon Moore (Intel Corp, 2013). The company went on to develop the world’s first microprocessor in 1971 (Intel Corp, 2013). Deming’s approach to quality is the foundation for today’s quality management systems (Russel, 2011). Deming’s philosophy for achieving quality improvements is found in his 14 points plan (Russel, 2011). Intel’s philosophy of quality mirrors Deming’s 14 points plan. The first point of Deming’s plan is to create a constancy of purpose towards product improvement to achieve...
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...The Deming Approach W. Edward Deming's philosophy is one that focuses on continuous improvement at all levels of an organization for all products and services. The philosophy is articulated in Deming's 14 Points and Seven Deadly Diseases. Deming's philosophy and TQM go hand in hand. You would be hard-pressed to find a TQM implementation that did not have Deming's philosophy as part of its foundation. Deming noted the villain was variation, and variation exists in everything. Our challenge is to identify and reduce variation in order to improve the quality of the items produced or services provided. For years, many struggled with Deming's points. Some complained that many of the points were not realistic, asking, for example, how can you run a business without using numbers? Doing so was just not possible, they said. In his 1993 book, The New Economics for Industry, Government & Education, Deming provided insight into his thinking. In the text is a chapter titled Theory of Profound Knowledge. Here, Deming outlined the basic thinking for creating change. There were some who intuitively understood his theory years before it was published. Those were the people and groups that had been successful in implementing TQM. The changes required to implement Deming's philosophy are not easy and will take time, but the rewards are worth the changes. We only need to look a Toyota to see just what can be accomplished! For many, if not most, U.S. businesses, Deming's ideas are revolutionary...
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...locations in the United States and globally, with over 550 employees, and provides a range of products and services (University of Phoenix, 2013). Currently, Riordan manufacturing process is outdated and uncoordinated. Therefore, the purpose of the project plan to impose a strategic plan for data collection and reporting, exceed ISO 9000 standards, minimize costs, increase profit margin, and secure future innovations for continuous sustainability. Data Collection and Reporting The International Organization for Standardization (ISO) 9000 provides various aspects for quality management to help meet customer’s needs (International Organization for Standardization, 2014). The restructuring tactics should consider those set provisions as well as an internal order for daily operations. In addressing the listed goals, the project team should automate and create a real-time communication system. Accurate reporting is a great benefit to any project, allowing all members on the team to be on the same page throughout the project life cycle. Riordan Manufacturing will use a combination of Total Quality Management (TQM) and Six-Sigma for data collection and reporting. TQM will allow Riordan Manufacturing the ability to manage the entire project, so...
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...Name: Professor: Course: Date: Quality Management for Organizational Excellence Chapter 1 Discussion Assignment 1.2 a. Define the term quality. The definition of quality depends on the customer's perspective. In this case, it means exceeding or meeting customer expectations. This involves provision of relevant information, production of quality products, and availing variety of services and goods so that consumers choose the best. b. What is total quality? Total quality refers to a unique approach to undertaking business, which makes every attempt to maximize on the organization's competitiveness by improvement of the variety and quality of services, products, processes, environment, and people. c. List key elements of total quality Key characteristics or elements of total quality are |Elements of Total Quality |Elements of Total Quality | |1. Strategically based |6. Employee empowerment and involvement | |2. Customer focus |7. Bottom-up training and education | |3. Obsession with quality |8. Freedom through control | |4. Scientific approach |9. Unity of purpose ...
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...the Proposal 14 11. Work Plan 16 12. References 17 3. TITLE OF THE THESIS: IMPACT OF TOTAL QUALITY MANAGEMENT IN INDIAN PHARMACEUTICAL COMPANIES’ PERFORMANCE 4. BACKGROUND OF RESEARCH: Total quality management (TQM) - TQM has been defined as an integrated organizational effort designed to improve quality at every level. TQM is also defined as quest of excellence, fitness for use, value for money, customer satisfaction etc. The International Organisation for Standards (ISO) defines TQM as, "TQM is a management approach for an organisation, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction and benefits to all members of the organisation and to society." ISO 8402:1994 TQM acts as an umbrella under which everyone in the organisation can strive for customer satisfaction, reduce costs and wastage and increase the efficiency of services. Fitness for use focuses on how well the product performs its intended function or use. Value for price paid is a definition of quality that consumers often use for product or service usefulness. Oakland (1989) defines TQM as an approach to improving the effectiveness and...
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...EKONOMIKA I ORGANIZACIJA POSLOVANJA SEMINARSKI RAD: TQM Predmetni nastavnik: Ivana Zlatanović Student: Branko Puzić 03/05 Datum predaje: 02.05.2006. TQM Branko Puzić SADRŽAJ: 1. TOTALNO UPRAVLJANJE KVALITETOM................................................................................4 1.1 OSNOVNI PRNCIPI TQM-a.....................................................................................................8 2. OSNOVNI ELEMENTI TQM-a ....................................................................................................10 3. VEZA IZMEðU TQM-a I SERIJE STANDARDA ISO 9000......................................................13 3.1 ISO9000 NASUPROT TQM-u ................................................................................................13 3.2 UPOREðIVANJE KARAKTERISTIKA STANRDA ISO9000 I TQM SISTEMA ..............13 4. TQM ORGANIZACIJA.................................................................................................................15 5. NAJPOZNATIJI MENADŽERI KVALITETA ............................................................................19 ZAKLJUČAK ....................................................................................................................................21 LITERATURA...................................................................................................................................22 2/22 TQM Branko Puzić UVOD Svet u oblasti proizvodnje, tehnologije...
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...the 1980s? (Points : 6) Team-based initiatives Process-improvement efforts Design-quality reviews inspection Question 2.2. (TCO 1) The lack of which of the following is a reason why some companies fail at implementing TQM? (Points : 6) Teamwork Education and Training Long term commitment All of the above Question 3.3. (TCO 2) Which of the following systems do not have a role to play in assuring quality in a manufacturing firm? (Points : 6) Sales Purchasing Tool Engineering None (All answers have a role.) Question 4.4. (TCO 2) When morale is _____, service excellence is _________. (Points : 6) high, high low, high low, low bad, good Question 5.5. (TCO 3) The purpose of the Malcolm Baldrige National Quality Award includes which of the following? (Points : 6) To recognize the achievements of high-quality companies To establish guidelines and criteria for evaluation of quality-improvement efforts To provide detailed information on how award-winning enterprises achieved success All of the above Question 6.6. (TCO 3) ISO 9000 recertification is required every _____. (Points : 6) three years five years seven years nine years Question 7.7. (TCO 4) _____ considered top management's commitment to quality an absolute necessity for TQM. (Points : 6) Deming Crosby Juran All of the above Question 8.8. (TCO 4) The primary reason for Deming's position that slogans should be eliminated is which of the following? (Points : 6) They create...
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...The Legacy of Dr. Kaoru Total Quality Management Instructor: Marsha Boyle 5/15/2010 The Legacy of Dr. Kaoru Ishikawa Dr. Kaoru Ishikawa was a Japanese consultant and father of the scientific analysis of causes/ problems in industrial processes. The purpose of this paper is to recognize the life works and address the impacts of Dr. Kaoru Ishikawa’s works on the world. The focus will help the reader understand his background, key ideas, influence on quality practices, and the correlation to total quality management (TQM). Dr. Kaoru Ishikawa was born in 1915 and died in 1989 (Lindsay & Evans, 2007). He was born in Tokyo and was the eldest of eight sons by Ichiro Ishikawa (Business and Companies). In 1943 Ishikawa graduated from the Engineering department at the University of Tokyo with a major in applied chemistry (De La Salle University, 2002). According to Business and Companies, “His first job was as a naval technical officer (1939-1941) then moved on to work at the Nissan Liquid Fuel Company until 1947. Later that year he was made assistant professor at his Alma Mater. He later received his Doctorate of Engineering and was promoted to professor and worked at the university for many years (De La Salle University, 2002). Ishikawa was also on the editorial review board for the Japanese journal: Quality Control for Foremen (Lindsay & Evans, 2007). The quality guru also presented some key ideas which had a major impact on Quality Control. Two of his...
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...TOTAL QUALITY MANAGEMENT N.P.R. COLLEGE OF ENGINEERING & TECHNOLOGY N.P.R. Nagar, Natham - 624 401, Tamil Nadu, India. AN ISO 9001:2008 Certified Institution (Approved by AICTE, New Delhi, Affiliated to Anna University, Tiruchirappalli) No. : 04544 - 291333, 291334, 245422, 245423 & Fax No.: 04544-245392, 93 Website: www.nprcet.org, www.nprcolleges.org E-Mail: nprgc@nprcolleges.org ISO 9001:2008 MBA101 1 TQM/VMSS/M.B.A/N.P.R.C.E.T Miss. VMS.Sumathy, B.Sc (Phy), M.B.A., Lecturer/M.B.A N.P.R. College of Engineering and Technology, Natham TOTAL QUALITY MANAGEMENT BA*114 TOTAL QUALITY MANAGEMENT LT P C 3003 UNIT I INTRODUCTION TO QUALITY MANAGEMENT 9 Definitions – TOM framework, benefits, awareness and obstacles. Quality – vision, mission and policy statements. Customer Focus – customer perception of quality, Translating needs into requirements, customer retention. Dimensions of product and service quality. Cost of quality. UNIT II PRINCIPLES AND PHILOSOPHIES OF QUALITY MANAGEMENT 9 Overview of the contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques – introduction, loss function, parameter and tolerance design, signal to noise ratio. Concepts of Quality circle, Japanese 5S principles and 8D methodology. UNIT III STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITY 9 Meaning and significance of statistical process control (SPC) – construction of control charts for variables and attributed. Process capability – meaning...
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...CHAPTER Total Quality Management Before studying this chapter you should know or, if necessary, review 1. 2. Trends in total quality management (TQM), Chapter 1, page Quality as a competitive priority, Chapter 2, page 5 LEARNING OBJECTIVES After studying this chapter you should be able to 1 2 3 4 5 6 7 Explain the meaning of total quality management (TQM). Identify costs of quality. Describe the evolution of TQM. Identify key leaders in the field of quality and their contributions. Identify features of the TQM philosophy. Describe tools for identifying and solving quality problems. Describe quality awards and quality certifications. CHAPTER OUTLINE Defining Quality 138 Links to Practice: General Electric Company; Motorola, Inc. 140 Cost of Quality 140 The Evolution of Total Quality Management (TQM) 142 The Philosophy of TQM 147 Links to Practice: The Walt Disney Company 150 Links to Practice: The Kroger Company; Meijer Stores Limited Partnership 153 Quality Awards and Standards 159 Why TQM Efforts Fail 162 OM Across the Organization 162 Inside OM 163 Case: Gold Coast Advertising (GCA) 166 Case: Delta Plastics, Inc. 167 136 000 DEFINING QUALITY • 137 E veryone has had experiences of poor quality when dealing with business organizations. These experiences might involve an airline that has lost a passenger’s luggage, a dry cleaner that has left clothes wrinkled or stained, poor course offerings and scheduling at your college, a purchased product...
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... 2. Mention any four principles of TQM 3. Define Quality cost. 4. Define strategic planning. 5. What are the steps involved in strategic planning? 6. What are the types of quality statement? 7. Name any two popular awards for quality. 8. What is Quality Council? 9. What do you mean by total cost of quality?? 10) Define TQM. 11)what is quality planning? 12)Define mission, vision and guiding principle. What is purpose of each? 13)What is role of senior management in TQM implementation? 14)What is an ISO definition of quality? 15)List the various levels of TQM adoption? Department of Electrical and Electronics Engineering BE EEE – VII Sem ( 2012 – 2013 ) Total quality management Assignment-2 1)Define customer satisfaction. 2. How the customer complaints are collected? 3. Define service quality. 4. Name some customer perception on quality. 5. What is employee motivation? 6. Define Kaizen. 7. List out the 5’S of Japanese methodology with its purpose. 8. Define partnering. 9. Define Empowerment. 10. What do you understand by performance appraisal? What is the use of it? 11.list the objectives of performance measures. 12.what is supplier rating? Department of Electrical and Electronics Engineering BE EEE – VII Sem ( 2012 – 2013 ) Total quality management Assignment-3 1. What do you understand by SPC? 2. List out seven basic management tools of TQM. 3. Define the term process capability...
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