Successful Quality Management Research Articles

Quality management and health: a double connection

PurposeThe purpose of this paper is to examine and discuss the effects of quality management in the health care sector and the general effects of quality management on the health of the employees.Design/methodology/approachThe empirical basis consists of three case studies in one industrial manufacturing company and two hospitals. The empirical data have been gathered with both qualitative and quantitative methods.FindingsThe twofold value of quality management, of preventing disease by supporting more rewarding working conditions as well as improving the treatment of disease by increasing the effectiveness of health care organisations is indicated. Leadership commitment was found to be the most crucial common prerequisite for successful quality management implementation and for creating a healthy work environment. In addition, continuous improvements and participation of everybody were found to have importance for well functioning quality management as well as for health.Research limitations/implicationsThe paper provides additional understanding of the influence of quality management on health and a model is presented. A limitation is that the factors studied are fairly broad and for further research it will be useful to go deeper into the mechanics of them.Practical implicationsThe three factors, leadership commitment, participation of everybody, and continuous improvements, have been shown to be vital contributors for health and managers should make every effort to implement them.Originality/valueThe double effect of quality management on health has not been studied before and knowledge of the factors contributing to it is valuable.

Quality and Safety Management in Construction

From a theoretical standpoint, quality management and safety management programs have similar characteristics. In construction work, a company's ability to deliver a quality product in a safe manner is the key to business success. In order to better understand what contributes to successful quality and safety programs in construction, a literature review was conducted using general, engineering, and business literature search engines. In all, 49 articles were found: 18 articles on safety, 26 articles on quality, and five articles on safety and quality. Overall, the literature supports the use of integrated safety and quality management in construction. However, according to the literature, there are three primary barriers to the success of quality management in construction projects: ‘shoddy’ implementation, the nature of construction work, and the industry itself.

Community structures and substrate utilization of bacteria in soils from organic and conventional farming systems of the DOK long-term field experiment

Preservation or improvement of soil quality and productivity is of major importance for sustainable agriculture. Microorganisms strongly influence these soil characteristics as they are involved in nutrient cycling, transformation processes and soil aggregate formation, as well as in plant pathology or plant growth promotion. A profound understanding of structure, dynamics and functions of soil microbial populations represents one key to the understanding and description of soil quality. Therefore, we analyzed long-term effects of three farmyard manure (FYM)-based farming systems, i.e. bio-dynamic (BIODYN), bio-organic (BIOORG) and conventional (CONFYM), on microbiological soil characteristics and compared them to long-term effects of minerally fertilized (CONMIN) and unfertilized (NOFERT) control systems. Furthermore, we compared these long-term effects of farming systems to short-term effects of the crops winter wheat and grass-clover ley. The DOK field experiment in Therwil, Switzerland, which was established in 1978, represents in a unique long-term comparison, allowing to approach these questions. Effects on microbiological soil characteristics were assessed with a polyphasic approach by analyzing soil microbial biomass, soil DNA content, colony forming unit (CFU) counts, community level substrate utilization (CLSU) patterns with Biolog™ EcoPlates, and terminal restriction fragment length polymorphism (T-RFLP) profiles of bacterial 16S rRNA genes. The soil biomass parameters, i.e. microbial biomass, DNA content and CFU, were all strongly influenced by the farming systems, whereas only CFUs were significantly affected by the two crops analyzed. Differences among the FYM-based farming systems BIODYN, BIOORG and CONFYM were only significant for microbial biomass and DNA content. CLSU and T-RFLP profiling, on the other hand, allowed for consistent differentiation of soil bacterial community structure in relation to the influence of farming systems and crops. The analyses revealed that the main and highly significant effect on microbiological soil characteristics was related to FYM applications. Less strong but significant effects were caused by the two crops, i.e. winter wheat and grass-clover. Effects of the farming systems BIODYN, BIOORG and CONFYM on soil bacterial community structure were relatively weak and not significant. These results suggest that for successful soil quality management fertilization regime and crop rotation are of major importance and that polyphasic approaches are needed to describe and assess microbiological soil characteristics.

The effects of quality management – a survey of Swedish quality professionals

PurposeIn this study, the effects of the different models and tools of quality management are examined. The purpose is to identify differences in the effects generated by different quality management models and tools.Design/methodology/approachA questionnaire was mailed to 500 Swedish quality professionals. The questions concerned their companies' adoption of the values of TQM, the use of the models and tools of TQM and the effects they notice. Correlation analysis and multiple regression analysis were carried out.FindingsThe findings show that there is statistical correlation between the adoption of the values of TQM and successful quality management. The usefulness of the Swedish Quality Award, the European Quality Award and ISO 9000 as well as several of the quality management tools is also indicated. Regarding ISO 9000 specific effects have been found.Research limitations/implicationsA limitation of the study is that the financial outcomes of the quality management practices are not measured but only the managers' perceptions of effects produced. The implication for further research is an increased knowledge of the different effects of the quality management practices and the significance of the values, particularly three values that were included in the multiple regression models.Practical implicationsThe specific findings on the effects of ISO 9000 are useful for managers when implementing the standard. The results of the study also indicate the importance of emphasising the values for successful quality management.Originality/valueThis study has provided more detailed knowledge of the effects of the different quality management practices, particularly of ISO 9000.

Components of successful total quality management

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.

The Relationship between Safety and Quality Management in Construction

Construction companies are constantly dealing with project safety and quality issues. Research indicates that characteristics of successful safety management are similar to those of successful quality management. A survey of construction contractors in Wisconsin was conducted to investigate what they think and do in regards to safety and quality management. Results indicate that management commitment, employee involvement, training, and communication were perceived as the most effective characteristics of safety and quality management. Perceived benefits of safety management were reduced claims and workers compensation premiums. Perceived benefits of quality management were more repeat customers and reduced rework. Barriers to safety were costs associated with training and enforcement, and barriers to quality were lack of skilled workers and the low-bid contract award process. Contractors who reported the use of ”hard measures” for safety performance, such as inspections/audits, process for collecting safety measures, and a ”near-miss” reporting, had significantly better self-reported safety outcome measures.

Engine and Weight Characteristics of Heavy Heavy-Duty Diesel Vehicles and Improved On-Road Mobile Source Emissions Inventories: Engine Model Year and Horsepower and Vehicle Weight

Heavy heavy-duty diesel vehicles (HHDDVs) are the major mobile emissions sources of oxides of nitrogen and diesel particulate matters; emissions rates from HHDDVs vary according to their engine and weight characteristics. By considering these characteristics, air quality management agencies can improve their mobile source emissions inventories, which serve as the cornerstone of successful regional air quality management planning. To develop on-road mobile source emissions inventories, air quality agencies use the U.S. Environmental Protection Agency's mobile emissions model MOBILE6. However, modelers cannot adjust the engine and weight characteristics of the HHDDVs because the model considers HHDDVs as a single vehicle type, with national default parameter representing their engine and weight characteristics. Georgia Institute of Technology researchers investigated the engine and weight characteristics of HHDDVs, which included engine model year, engine horsepower, and vehicle weight, through a screen-line cordon survey in the 21-county Atlanta metropolitan area. Engine model year, engine horsepower, and vehicle weight characteristics were evaluated by the chi-square goodness-of-fit test to determine whether the characteristics were homogeneous with spatial location, time period, and trip type categories. The survey indicated that the average engine age was 4.5 years and average engine horsepower was 454. However, average vehicle weight varied according to the time of day with the trip type category. Findings from this study can be used as parameters in the improvement of both accurate on-road mobile source emissions inventories and regional air quality management plans. Findings can also be used for the improvement of future on-road mobile source emissions models.

Total Quality Management as a Cultural Phenomenon

The origin and development of the quality management discipline as a practice-oriented approach to management has provided a challenge for academic research that aims at discovering the theoretical foundations of total quality management (TQM). The ISO 9000 family of quality standards and quality award criteria have led to the practical development and diffusion of the discipline, and currently they provide the most comprehensive definition for TQM. The Malcolm Baldrige National Quality Award has been selected as the practical definition of TQM for this study.TQM is studied as a cultural phenomenon. The multiple levels of the discipline are identified and analyzed based on Schein's framework for organizational culture. The focus is on the most comprehensive level, the analysis of basic assumptions underlying the more visible levels of quality management. They include an organization s mission and relationship to external environment, the nature of human nature and relationships, and the nature of reality and nature of time. An integrated set of mutually compatible basic assumptions forms quality culture, which is considered to be the theoretical foundation of quality management. In practice, the implementation of a successful quality management program requires a change in organizational culture to be compatible with quality culture. Theoretical analysis and development of the discipline should focus on understanding the consequences of some superficial assumptions inherent in the discipline, and implementation problems that arise from a mismatch between quality culture and organizational culture.

Comparing total quality management success factors in UK manufacturing and service industries: some key findings from a survey

Total Quality Management is an integrative managemetn philosophy aimed at continuously improving the performance of products, processes and services to achieve and surpass customer expectations. Very little has been published on the fundamental difference between manufacturing and service industries with regard to TQM implementation. The purpose of this study is to understand the concept of TQM in both industry sectors and to identify the significant differences (if any) in TQM practices in UK service and manufacturing organizations. The research is based on a pilot survey conducted in both industrial sectors. It was found that five out the eleven management factors are significantly different between manufacturing and service industries. They are top management commitment and recognition, supplier partnership or supplier management, quality systems and policies, communication in company and cultural change. It was also found that “customer focus’ is the most important factor and “supplier partnership/supplier management” is the least important factor for TQM practice in both manufacturing and service industries in the UK.

Quality management in the Turkish public sector: a survey

AbstractThis article assesses the challenges of introducing Quality Management (QM) in the Turkish public sector in two pioneering central institutions. A survey was conducted with the aim of exploring in particular the views of the workforce on the feasibility and prospects of QM. Findings revealed that despite the differences in both the practice and the perceptions, the workforce had a positive attitude and shared an awareness of the need for a comprehensive reform that included wide utilisation of QM. The results also imply that the success of QM is conditioned by the approach adopted and the organisational context. Considering the fact that QM necessitates long‐term commitment and adequate resources, its future cannot be isolated from general problems of the Turkish public administration system. Copyright © 2003 John Wiley & Sons, Ltd.

Critical factors and results of quality management: An empirical study

Quality management theory has been influenced by the contributions from quality leaders, standardized quality models and empirical research. This has helped identifiy a set of critical factors for successful quality management implementation, as a way to improve customer satisfaction and performance. This study reviews the literature in order to identify the critical factors and results of quality management, using a factor analysis and, starting from this analysis, we also create a scale that can be empirically tested from the answers provided by those responsible for quality in 106 certified firms.

Benchmarking the challenge to quality program implementation

The influence of quality on customer perceptions and thereby consumption behavior has led some analysts to call quality the single most important factor for long‐term competitive success. It is not surprising then that almost everyone agrees that quality is vital and that every company needs to have a well‐designed and executed quality program in place. Unfortunately, quality programs often fail to deliver the outstanding – parts per million – quality that is required for competitive advantage. Quality programs have proven to be difficult to implement successfully, leading many to ask, “Why is it so hard to implement a successful quality management program?” The research discussed in this paper specifically addresses this issue of implementation difficulty. Insight from over 300 quality directors reveals that obtaining managerial commitment, establishing a quality culture, and fully involving employees are the three most intractable challenges encountered in the implementation of quality programs. Indeed, these three issues represent almost half of the problems identified by the quality directors. As managers approach the implementation of a new quality program, they must use a methodology that can overcome the challenges to implementation by first garnering managerial commitment and establishing early quality successes. Building momentum based on measurable successes is critical to establishing a quality culture.

Human Resource Management within Purchasing Management: Its Relationship to Total Quality Management Success

SUMMARYThe extent to which human resource management (HRM) within purchasing management affects total quality management (TQM) was empirically tested. Five primary results emerged, first, organizations with more successful TQM programs were more likely to stress formal performance evaluations of purchasing employees. Second, purchasing employees at successful TQM firms were more involved in key decisionmaking processes that impact their jobs than their counterparts in less successful TQM firms. Third, purchasing employees in organizations with more successful TQM programs had a greater level of perceived support through job security and less fear of failure when taking a risk. Fourth, purchasing employees in more successful TQM firms had more TQM‐related training. Fifth, purchasing employees in more successful TQM organizations were more likely to be rewarded for individual goal attainment than purchasing employees in less successful TQM organizations.

Key principles of quality management for health information departments and their managers.

This article briefly summarises the key factors essential for successful quality management in a medical record department. The article suggests that health information managers should play a larger role in overall hospital quality management and their credibility in this activity would be enhanced if they were to first look to their own departments.

Use of a Total Quality Management Model to Reduce Pressure Ulcer Prevalence in the Acute Care Setting

In Brief As the population ages and becomes more frail, pressure ulcer prevalence and incidence within specific care settings are being evaluated through outcomes review. This article summarizes the process and outcomes of an ongoing prevalence study at a 300-bed acute care community hospital. All patients on the adult medical, surgical, and critical care units were examined regularly by the “Rear Admirals,” a team comprising a skin care resource person and a nursing unit representative. The Total Quality Management model, characterized by the phrase “Plan-Do-Check-Act,” was used to address barriers to quality care. Findings during that time prompted changes in policies, products, protocols, work assignments, and documentation tools. The outcomes achieved demonstrate the effectiveness of those strategies. After implementation of the Total Quality Management model at our institution, the prevalence of patients with nosocomial pressure ulcers was reduced by 83%. A description of a successful quality management project, managed by an ET nurse, that led to significantly fewer nosocomial pressure ulcers in this health care facility.

NOTES ON QUALITY MANAGEMENT IN BUILDING/BEMERKUNGEN ZUM QUALITÄTSMANAGEMENT IM BAUWESEN

At present we can see how the quality of building production presents many facts for dissatisfaction. The amount of losses is extremely large and the national economy cannot tolerate it. In the EU attempts were made to solve quality problems by organizational means. Consequently, in the 1980s appeared and in 1994 were altered the codes ISO 9000 which are to be used up to 2004. On the other hand, a different tendency may be observed. So-called “lean production” in Japan industry showed that good quality can also be achieved by low prices. It should be mentioned that the above-mentioned experience and knowledge are first of all applied to industry. Hence they cannot be adopted directly in building construction. A control through self-control is an essential part of quality management. Self-control becomes an effective means when tasks and steps are formulated in written form. This process is divided into 10 steps. The application of this system encounters many difficulties. The principal difference between building construction and industry is that in building construction separate, not serial, objects prevail. Every client expresses individual demands for building structures. A successful quality management must embrace all phases. Besides, the common interconnection points of contracting and interested parts are very important, too. Quality management should clearly define the responsibilities at an enterprise. A correctly treated and applied quality management should optimise the inner processes and structures of an undertaking; the employees should be motivated and all the participant of building processes are to be effectively co-ordinated.

The adoption and modelling of the strategic productivity management approach in manufacturing systems

Claims that failure to integrate productivity in total quality management (TQM) projects leads to ineffectiveness in management of manufacturing systems. Establishes a generalized manufacturing systems model based on the analysis of the results of literature and industrial surveys. Explores the need to adopt the strategic management approach to develop a productivity management model that could integrate with the existing successful quality management model. Identifies the conceptual and strategical elements of productivity and models them under the name “strategic productivity management” (SPM). Describes the pilot study carried out to validate SPM and explores the future direction of work.

Challenges to successful quality management implementation in higher education institutions

This article discusses the key challenges to successful quality management implementation in higher education institutions identified by 160 colleges and universities at various stages of quality management practices. Survey findings suggest that there are five key challenges that affect the successful implementation of quality management practices in colleges and universities: organizational culture, senior leadership commitment, faculty support, implementation time, and training.

Challenge those recession blues

Critically reviews total quality practices and misunderstanding of the concept of empowerment. Berates the fact that many organisations are managed by objectives rather than for objectives, that often employees have been told that they have been empowered to improve, but have not been given the capability to introduce change. Argues that successful quality management, applied wisely, creates opportunity but requires commitment, understanding and an ability to act instinctively for quality; once these principles are practised progression is simply a matter of course.

Integrating Quality Management and Hazard Management: A Behavioral Cybernetic Perspective

Despite clear evidence of the organizational interdependence between production, quality, and safety, quality and safety typically are managed separately by most organizations. This report examines evidence for possible interactive effects between quality and hazard management programs in place at a small manufacturing firm. The primary aim is to evaluate the occurrence and nature of such interaction. With development of a highly successful quality management program by the firm, concomitant improvements in its level of both quality and safety performance have occurred over the past decade. This pattern, coupled with subjective responses from both managers and workers employed by the firm, suggests that quality and safety management programs may mutually benefit one another, which supports the concept of an integrated management approach to both programs.