A proposed preliminary maturity grid for assessing sustainability reporting based on quality management principles

Purpose of the study: This study tried to examine the level of awareness and vision of prospects for the development of quality management and its corresponding systems in the era of transition to the technologies and principles of Industry 4.0 among quality management professionals of Russian companies. Methodology: The study is based on the survey conducted in April - May 2019 among the expert community in the field of quality management. A total of 50 experts from Russian industrial and service companies participated in the survey. The survey was organized in accordance with the stages of 'the Deming Plan-Do-Check-Act cycle. The data analyzed by using the Spearman correlation to determine the relationship between the understanding of current priority and anticipation of future changes in quality management concepts, principles, and tools in the era of Industry 4.0. Main Findings: The survey results show how innovative quality management methods can be applied practically with relevance to 4th industrial revolution technologies. The authors conclude that the changes in the core concepts of quality management are necessary for the Industry 4.0 era and offer a 4.0 quality definition through the revision of quality management principles. Applications of the study: The finding of this study is useful for the development of a digital transformation strategy of the business companies by showing the correlation between quality management principles awareness and implementation of digital tools. The study shows the necessity to offer interdisciplinary training for quality management professional and IT specialists on the digital transformation of quality management. Novelty/Originality of the study: The originality is in the design of the survey that covered issues that haven't been studied in correlation with each other before the influence of Industry 4.0 tools and key provisions on quality management and development strategy of the company. In the survey, the perception of new quality management principles was investigated for the first time.

Employee involvement is considered as an active quality management (QM) principle, once: it is related with a key asset of organizations—the human resource; it is the base to implement the other QM principles; and it is linked also with the customer satisfaction. This paper discusses this QM principle, since it definition, the relationship with the others principles and the TQM fundaments, putting the focus on real context practice that could be promoted to implement it in a systematic and efficient way. Was developed a case study, an intrinsic study, in an automotive Original Equipment Manufacturer (OEM) where was performed a project designated Quality Box (QB). The research has as main contribution to support the QB implementation project, in a real case context, highlighting the bridge between industry and academy. Contributes, also, to the dissemination of real good set practices integrated in the QB project, which could inspire other organizations. The originality of this work is justified by the relation that is established between the implementation of QM principles with the quality management approaches and its dimensions. Focusing the importance that all activities related to quality management, need to know, understand and integrate a multiple approach of quality. The work also highlights the relevance of employee involvement in the Digital transformation era, concluding that more automated processes require more “humanized” workers.

On the basis of a systematic approach, an improvement of the methodological approach for quality management at trading enterprises as a basis for the formation of a holistic system and its subsystems is proposed. A system of basic factors on the quality of food products was also investigated and formed. That made it possible to identify the main patterns of quality management. Generalized system-wide principles of quality management are generalized: purposefulness, divisibility, hierarchy, complexity, interconnectedness, isolation of common functions, systemicity, continuity, simplicity. The specific principles of quality management at trade enterprises are generalized: the unity of quantity and quality, the continuity and complexity of quality control, the interconnectedness of goals and resources, economic incentives, the interconnection of short-term problems with a long-term development strategy, and quality efficiency. Recently, the following additional principles of food quality management are gaining importance: combining the interests of the producer and the consumer in improving the quality of products, minimizing the cost of the product life cycle, matching product quality to the level of material and technical support for production, self-organization of the quality management system. In the work, an organizational and economic mechanism for product quality management at a trading enterprise based on the proposed principles has been developed. Based on the elements of the general quality management methodology considered, it is recommended to use the following management methods: economic, administrative and legal, socio-psychological. At the same time, the following main stages were identified for creating a product quality management system, defining goals and objectives of quality management, identifying management functions and main business processes, building a model of a quality management system.The proposed methodology is presented in the form of a model of interconnected basic elements of the system. It shows that the quality management mechanism is built in accordance with the generalized target management strategy and represents a combination of economic, administrative, legal incentives, with the help of which issues that are related to ensuring the necessary level of quality, influence on the identification of the business process, factors and traditional quality management facilities, achieving high competitiveness of products.

Zakat has fully transformed from the realm of charity to the realm of empowerment and development of the people and state. The management of zakat becomes part of the responsibility of the state as a regulator, facilitator and, at the same time, a motivator as evidenced by the birth of Law No. 11/23 concerning Management of Zakat. This study aims to look at the implications of the Zakat Law on the implementation of the principles of sharia quality management in zakat management in Baznas, Jambi Province. This legal study used a normative legal approach and quality management that aims to find out the principles of quality management contained in the zakat management law and its implementation in Baznas, Jambi Province. The data used in this study are primary and secondary data analyzed using descriptive methods. The results of this study indicate that the Zakat Law has not explicitly explained the management of zakat institutions. Baznas Jambi Province has prepared a quality policy for the management of zakat although it has not yet met the principles of quality management as a whole. The implementation of sharia quality management in Baznas will have implications for the realization of good institutional management so that it will realize the mustahik (zakat deserver) welfare and social welfare of the community and will encourage the achievement of zakat management objectives by law or sharia.Keywords: Zakat, Sharia Quality Management, Zakat Law.

Introduction. Due to the coronavirus pandemic and related constraints, the resilience of industrial enterprises relies heavily on the ability of managers to ensure timely and uninterrupted supply. The enterprise's activity in the economic system forces us to interpret any business entity as an open system, the logistics subsystems of which form the “blood system” of the economy. In conditions of increasing risks and the spread of procurement violations, violated with insufficient competence or, in some cases, illegal behaviour of logistics managers, a topical issue is the characterization of crucial properties of supplies – their quality and assortment. Current scientific works fully disclose the peculiarities of supply management at an industrial enterprise. However, we believe that the development of domestic industrial enterprises in a crisis, the prospects for their entry into the international arena depend on the ability of management to achieve not only the overall quality of processes but also to manage quality and assortment in the supply chain. The purpose of the paper is to generalize the principles of quality management and assortment in the supply chain of an industrial enterprise. Results. In the paper we conducted a theoretical study of the features of supply management. We summarized the principles of quality management and assortment in the supply management of an industrial enterprise, which included validity, complexity and consistency, ethics and integrity, sustainable development. As part of the study, we briefly described the challenges and prospects facing logistics managers of industrial enterprises in implementing and maintaining a quality monitoring system and assortment of supplies. Conclusion. We emphasized some of the semantic properties of the concepts of assortment and quality as characteristics of the supply and finally outlined some quality and assortment management principles in the supply management of an industrial enterprise. Such principles include scientific validity, complexity and consistency, ethics and integrity, and sustainable development. A promising area of further research is to characterize the key competencies of logistics managers needed to ensure a transparent and uninterrupted supply process.

TQM refers to a management process and set of disciplines that are coordinated to ensure that the organization consistently meets and exceeds customer requirements and achieve successfully its vision and mission. TQM engages all divisions, departments and levels of the organization therefore provides holistic approach.TQM companies are focused on the systematic management of data in all processes and practices to eliminate waste and pursue continuous improvement. The goal is to deliver the highest value for the customer at the lowest cost while achieving sustained profit and economic stability for the company. While every organization should implement its own specialized form of quality management, there are some basic core principles that guide every quality effort. The single most important element of quality management is the focus on the customer. During this quality process, we will strive frequently to hear from our customers. From this basic concept, that the customer is the ultimate determiner of quality, come the other principles of Quality management. All types of automotive industries have reduced costs increased process efficiency and improved the quality of their products and services by working to meet the needs of the people they serve through the application of total quality management (TQM) principles. Learning the principles and practices of TQM will help achieve outstanding results and enlist the support of top management in advancing this concept within the organization enabling area managers or supervisors to create a work environment that gets the best from its workers. The proof will be reflected in the results deliver to the customer. With growing global competition, quality management is becoming increasingly important to the leadership and management of automotive industry. Quality management principles provide understanding of and guidance on the application of quality management. By applying quality management principles, organizations will produce benefits for customers, owners, employees, suppliers and society as a whole.Keywords: Strategic management, total quality management, automotive/automobile industry   Â

The purpose of the study was to explore the Quality management principles (QMPs) that applied at the D’Kawi Chocolate Hut (D’KAWI). The study was conducted to identify the level of awareness and implementation of QMPs in D’KAWI. The study use qualitative method. The researcher prepares questions for interview protocol. This interview conducted based on a set of questions (checklist) that were completed based on the quality management principles. The study demonstrates on several findings: data analysis reveals the Quality Management Principles (QMPs) that applied at D’KAWI. The findings also reveal the significant level of awareness and implementation of QMPs into organizational performances. The study is using perceptual data provided by production managers or quality managers which may not provide clear measures of performance. However, this can be overcome using multiple methods to collect data in future studies. D’KAWI should consider QMPs as an innovative tool for improving organizational performance in today’s dynamic food industry environment. The findings suggest the D’KAWI that the QMPs should be implemented holistically. The study integrates the principles of quality management with the level of awareness and implementation towards organizational performances as related drivers of the effectiveness and success of QMPs in the D’KAWI. Very few studies have been performed to investigate and understand this issue.

This paper is the result of the author`s many years of multidisciplinary research in the areas of quality management and operational risk management. The main focus of the research is aimed at strengthening the model of the “three lines of defence” in terms of more efficient management of operational risks - those that arise as a result of inadequate and unsuccessful processes and systems, human factors, as well as those that can appear as a result of external events. The strengthening of the three lines of defence model is brought about through the synergy of quality management principles, the principles of risk management, and the total quality management approach. In essence, the term strengthening may be interpreted as a process of continual improvement. Business operations based on the principles of quality management and risk management allow central banks to be able to continuously improve their overall business performance. The principles of quality management contain properly aligned and matched best solutions from current management theory and practice. Designed to work together - and this essentially means in a consistent, synchronized and synergistic manner, the principles are translated into a series of requirements and guidelines of international standards suitable for implementation. Through their synergy, the principles of quality management and risk management, as well as approaches to total quality management form a clear, applicable and sustainable paradigm of successful management of central banks. Incorporation of the principles of quality management in central bank systems and processes would significantly strengthen the three lines of defence, in terms of efficient operational risk management, which this paper aims to show in a clear and comprehensive manner. Although any central bank is a specific institution, all the principles of quality management and risk management can be applied to its operations. In addition to the numerous and highly significant benefits and synergistic effects that the application of quality management and risk management principles bring to central banks, what should also be highlighted is their impact on a new way of thinking regarding successful central bank governance, which generates a new attitude towards its responsibilities, objectives, employees, and the environment. A new way of thinking produces new behaviours and an improved business culture and can ensure the sustainable success of central banks and other financial system entities. Bearing in mind that the process of risk management is an integral part of the working of central banks, the most effective results are achieved when the “process owner” is also the “risk owner”. This paper shows that the integration of these two roles contributes to the full effectiveness and efficiency of the processes and risks management. It is clearly demonstrated that this unity of the roles, along with a quality culture, a risk culture, and risk-based thinking is embedded in all management processes - from defining policies, objectives, and plans, all the way to their operational implementation and that this ensures the fulfilment of requirements, needs, and expectations of customers and other relevant stakeholders. In all of this, the management of any central bank plays the most important role, not only because of the importance and complexity of the issues in question, but also because of their full responsibility to manage risks in a proper, effective, conscientious and dedicated manner, as that is the key precondition for achieving sustainable success.

Interest in sustainability in the wine sector has increased significantly over the past few years, driven by customer interest as well as the impact of extreme weather conditions, exacerbated by global warming, on wine growers. For a sustainable future the wine industry must design its entire value chain in such ways that it preserves and regenerates the natural environment. One of the key challenges to overcome to achieve this goal is the impact of climate change and adaptation strategies. The article presents research gaps and possible solutions to this problem that can holistically improve the sustainability of the entire wine value chain from vineyard to consumer. It is concluded that a comprehensive transformation of the industry will ensure its long-term competitiveness and compliance with new environmental and economic realities.

PurposeThe authors’ thesis statement is that the literature on quality management in higher education is evolving towards an idea of integration. Considering Part 1 of the Standards and Guidelines for Quality Assurance in the European Higher Education Area (ESG) (ENQA, 2009) to be a framework for the implementation of quality management practices in universities, the purpose of this paper is to understand whether the ESG represent a truly integrated quality management model.Design/methodology/approachThe authors analyse the content of the ESG taking into account three levels of analysis: the process level, the organisational level and the quality management principles level.FindingsThe analysis shows that the ESG are a quality management model, covering different processes, organisational levels and quality management principles. This is despite not being a truly integrated quality management model. Indeed, the ESG are mainly focussed on teaching and learning and on support processes, neglecting other processes of universities, such as research and scholarship and the third mission. In addition, they leave aside quality management principles more directly linked with a systemic and holistic approach to quality, such as the system approach principle.Originality/valueThe paper presents a new analysis of a much discussed quality management model for higher education. It explores the ESG in the light of the concept of integration, discussed according to a new framework of analysis. It also highlights the importance of a broader reflection on these standards and of their integration in the management systems of institutions.

Consumer feedback is an aggregation of the consumer perception and interpretation of the product value chain in an entire production system. It is therefore a planning tool for production expansion and diversification to satisfy end users’ needs. Although the poultry agribusiness subsector is exposed to biosecurity risks in the entire value chain, it has been analysed on segmented isolation which lacks an aggregate conceptual value of biodiversity risk factor in the production risk-benefit analysis of the subsector. This paper seeks to establish a conceptual direction for end user feedback in analysing biosecurity risks in the entire poultry agribusiness value chain.

The top 5 oil majors (British Petroleum, ExxonMobil, Total, Chevron and Royal Dutch Shell) are analyzed in terms of investments, earnings and financial & operational performance along the entire business value chain, for a period of 5 years. One of the key objectives is to understand how the Upstream and Downstream segments may play different roles in the definition of a winning corporate strategy, considering how they may reveal very different strengths and weaknesses during crude oil price crises. When the crude oil price goes down, the upstream sector is running big cost cutting measures, in order to reduce expenditures and keep acceptable gross margins per barrel of oil equivalent. On the other hand, the downstream segment receives cheaper raw material without a significant decrease in the final price of the oil products. Thus, how can oil companies leverage this flexibility in order to pass successfully through periods of crude oil price slides, and even take advantage of those? The paper aims to analyze the correlation between oil price and oil volume produced on one hand, and investments and earnings, split by business segments, on the other hand. The variation of investment and earnings is hence compared to crude oil price fluctuations for a clearer picture of the business profitability per segment during the peak and bottom periods of the oil market. Upstream and Downstream segments are also benchmarked against each other to understand the role that each of them is playing in the industry. The results are expected to provide some trend lines to understand how much the cost cutting measures are impacting the overall business, as well as to appreciate whether the reduction in the oil production, which in theory should be followed by a rise in prices, is indeed in the best interest of the oil majors. Going further into analysis, the paper is trying to define an optimum production interval, that will maximize profits along the entire value chain (upstream and downstream) of the oil business, defined by both the production volume of crude oil (replacement cost per barrel in accordance with volume), as well as the price per barrel of oil equivalent. The analysis takes into account official sources exclusively, i.e. oil companies’ websites, corporate crude oil production reports, annual financial reports and investors’ analyses.

Covid-19 represents an unprecedented public health threat and a severe crisis of society globally. Government agencies, policymakers and the global institutions, on the other hand, should give particular attention to and try to alleviate the problem (present and prospective) of the pandemic and related crisis response on key sectors that contribute to food stability, nutrition and livelihoods. The livestock sector plays an essential role in these areas, particularly for the particularly vulnerable population groups. Covid-19’s effects on livestock production are still largely unsubstantiated and not fully felt. Although case studies are not yet possible, observational data show interruptions in livestock’s entire value chain. The consequences of Covid-19 on the livestock production chain are in particular interruptions throughout the entire livestock value chain, lack of sales markets, import/export restrictions due to border closures, substantial financial losses to producers, increased cases of food insecurity.

Purpose – The purpose of this paper is to design and test a model integrating the attributes of national culture and total quality management (TQM) principles for successful TQM implementation in international projects involving Chinese construction firms in Nigeria. Design/methodology/approach – Based on the culture-specific relationship between TQM implementation and national culture and ISO 9001 being a stepping stone to TQM implementation, a model in the form of a matrix was designed integrating Hofstede’s five national cultural dimensions (NCD) and ISO 9001 eight quality management principles. The model was then tested through a three-phase research process including cross-sectional surveys of the Chinese (n=48) and the Nigerians (n=80) (Phase 1), Delphi study involving TQM experts (n=12) (Phase 2), and case studies of Chinese projects in Nigeria (n=6) (Phase 3). Findings – The model predicts important attributes of national culture and TQM principles for achieving good-quality performance, the management of which leads to a Chinese firm being perceived as delivering good or poor-quality services in Nigeria. Statistical testing using κ statistics revealed significant agreement between two perceived good-quality Chinese firms on the important attributes and significant disagreement between perceived good-quality and poor-quality Chinese firms in Nigeria. Research limitations/implications – The model designed is based on ISO 9001: 2008 version. Practical implications – International businesses in Africa will benefit from this study’s findings. Social implications – Overseas Chinese firms’ service quality perceptions can be better managed. Originality/value – This empirical study presents a model for successful TQM implementation through ISO 9001.

To make innovation and continuous improvement as a norm, some traditional practices must become unlearnt. Change for growth and competitiveness are required for sustainability for any profitable business such as the construction industry. The leading companies are willing to implement Total Quality Management (TQM) principles, to realise potential advantages and improve growth and efficiency. Ironically, researches recollected quality as the most significant provider for competitive advantage in industrial leadership. The two objectives of this paper are 1) Identify TQM effectiveness in residential projects and 2) Identify the client satisfaction/dissatisfaction areas using Analytical Hierarchy Process (AHP) and suggest effective mitigate measures. Using statistical survey techniques like set of questionnaire survey, it is observed that total quality management was applied in some leading successful organization to an extent. The main attributes for quality achievement can be defined as teamwork and better communication with single agreed goal between client and contractor. Onsite safety is a paramount attribute in the identifying quality within the residential projects. It was noticed that the process based quality methods such as onsite safe working condition; safe management system and modern engineering process safety controls etc. as interlinked functions. Training and effective communication with all stakeholders on quality management principles is essential for effective quality work. Late Only through effective TQM principles companies can avoid some contract litigations with an increased client satisfaction Index.