In every manufacturing company, irrespective of size, product and other variables, management are constantly involved in quality‐related decisions which have a direct effect on…
Abstract
In every manufacturing company, irrespective of size, product and other variables, management are constantly involved in quality‐related decisions which have a direct effect on product quality. An analytical method is described for assessing an organisation's approach to quality management. On application, managers are provided with information on the reality of their quality assurance activities. An overview of some of the issues involved in decision making is provided, followed by an outline of the research methodology, and, finally, the “method” is presented with some results arising from its application.
Details
Keywords
Without a formulated quality management policy and a direct lead from the chief executive, companies are unlikely to be able to effectively co‐ordinate quality‐related decision…
Abstract
Without a formulated quality management policy and a direct lead from the chief executive, companies are unlikely to be able to effectively co‐ordinate quality‐related decision making; consequently, the approach to quality tends to be inspection orientated. Results of a study on how quality‐related decisions are made in six companies also suggests that the involvement of quality staff in design, purchasing and market feedback is vital, ensuring that quality‐related decision making is effective and consistent with policy.
Details
Keywords
“Since the UK industrial revolution, it has been taken for granted — in Britain — that the quality of British manufactured goods is high. If this were ever true, the situation has…
Abstract
“Since the UK industrial revolution, it has been taken for granted — in Britain — that the quality of British manufactured goods is high. If this were ever true, the situation has now changed radically.” “There was a time when a British company's word would be a guarantee that the goods were to specification. These days it's not enough.”.
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
Details
Keywords
D. Lipovatz, F. Stenos and A. Vaka
During the years 1995/96 a special survey was organised by the Chemical Engineering department of the NTUA (National Technical University of Athens) aiming at the examination of…
Abstract
During the years 1995/96 a special survey was organised by the Chemical Engineering department of the NTUA (National Technical University of Athens) aiming at the examination of the conditions for the introduction of quality assurance systems (QAS) in Greek enterprises, the identification of the most important problems and the evaluation of the resulting benefits. Although the major motivating factor for companies to introduce QAS was market‐related, benefits experienced often refer to the improvement of internal organisational and communication procedures, whereas the main difficulties concern the change in the way of thinking and working. The impact of training on the employees’ motivation, on the difficulties experienced and on the negative reactions of the staff indicates its significant role for the proper implementation of the system.
Details
Keywords
Paul Rayner and Leslie J. Porter
The costs, benefits and implications of BS5750/ISO9000 certification for small and medium‐sized firms are investigated on the basis of a review of published literature and a…
Abstract
The costs, benefits and implications of BS5750/ISO9000 certification for small and medium‐sized firms are investigated on the basis of a review of published literature and a survey of the actual experience of a representative sample of firms. The principle motivation for installing BS5750‐based quality systems appears to be customer pressure; retaining existing customers is a key benefit. A minority of firms discover that “internal” benefits, such as greater control and discipline, turn out to be more valuable. Developing and installing a BS5750‐based system is a major exercise for small firms but through reductions in quality costs, the costs of certification can typically be recovered within three years of commencing to operate the system. The attitude of the chief executive is a key determinant of effectiveness.
Details
Keywords
A.B. Deshpande, F.P.J. Dusting and A. Younger
Small companies have limited management and financial resources and, although better quality assurance will in the longer term reduce manufacturing costs, many are intimidated by…
Abstract
Small companies have limited management and financial resources and, although better quality assurance will in the longer term reduce manufacturing costs, many are intimidated by the set up and running costs of certification under an approved scheme such as BS 5750. The article describes the first year's operation of a pilot scheme intended to help small companies resolve these problems. Experienced quality managers, recruited by an academic institution and with the institution's backing, have acted as managers for a group of small companies on a shared cost basis. The experience gained from this scheme is discussed.
Sanjay L. Ahire and K.C. O’Shaughnessy
Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms…
Abstract
Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms using stepwise regression. Notes three primary predictors (customer focus, empowerment, and supplier quality management) explaining 26 per cent of variation in product quality. Examines the role of top management commitment in TQM implementation by splitting the sample into firms with high and low top management commitment based on the mean score on this construct. Concludes, first, that firms with high top management commitment produce high quality products despite variations in individual constructs, and, second, that in firms with low top management commitment, four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage are primary predictors of product quality.
Details
Keywords
Examines the issues and difficulties of developing a quality costing system in a small engineering company. Four different methods – departmental interviews, process mapping…
Abstract
Examines the issues and difficulties of developing a quality costing system in a small engineering company. Four different methods – departmental interviews, process mapping, departmental study, and checklist of cost elements – were used to identify the costs. The value of these methods are commented upon. The main difficulties in developing the quality costing system relate to: a blame culture; a lack of visibility of how people, in particular inspectors, spend their time; and the structure of the accounting system. The majority of the difficulties were addressed by the involvement of senior management, highlighting their importance in the development of a quality costing system.
Details
Keywords
K.F. Sherwood, Y. Guerrier and B.G. Dale
This article presents an outline of the current views on Quality Circle evaluation in which the methods, administration and problems are discussed. It has been concluded that…
Abstract
This article presents an outline of the current views on Quality Circle evaluation in which the methods, administration and problems are discussed. It has been concluded that, regardless of concerns expressed about measuring the concept, one can be certain that management will demand proof that quality circles are cost‐effective. Preliminary survey work in 11 organisations reveals that few companies have made any serious attempt to carry out a full evaluation of their circle programme, apart from logging the cost savings of individual circle projects. There is seen to be a wide diversity of views amongst managers on how or even whether circle evaluation should be carried out.