International Journal of Quality & Reliability Management

Ka Yin Kwok; V.M. Rao Tummala

doi: 10.1108/02656719810197288pmid: N/A

Reviews and evaluates different quality tools that are commonly available in manufacturing and service industries and integrates them into an effective quality control and improvement system based on their characteristics and appropriateness when applying these tools. The study is based on the enhancement of the basic total control methodology (TCM) model which was originally developed and implemented by Motorola Semiconductors Hong Kong Ltd (MSHKL). During the implementation, several opportunities can be identified in terms of classification methods of quality tools, extent of quality tools covered, and interrelationships among the quality tools. Therefore, a study was carried out to enhance the basic model by integrating over 40 quality tools into a three‐tiered model in order to make it more comprehensive in terms of application from a practical point of view. Demonstrates the effectiveness achieved after the implementation of the TCM model.

P.P.J. van Nistelrooy; H. van de Water

doi: 10.1108/02656719810199259pmid: N/A

The different steps in the development of a new quality management system resemble the phases known within information planning. However, there is one substantial difference: the methods of information planning are in an adult stage and have been supported by computerized aids for years because of their affinity with information technology. This article illustrates the way in which existing similarities between quality control and information control can lead to a model for mutual support. A general model has been designed from information planning, which can serve as an aid in developing quality management systems. Moreover, it goes into the application of the ideas described in an existing organization.

S.J. Westerman; N.M. Shryane; C.M. Crawshaw; G.R.J. Hockey; C.W. Wyatt‐Millington

doi: 10.1108/02656719810197297pmid: N/A

A work sample was used as part of a human factors investigation into the reliability of a safety‐critical programming task. The use of this technique provided important insight into three areas. First, a number of different metrics, based on error rates, were considered for the purpose of identifying those parts of the task on which human factors intervention would have the greatest impact. Second, several common mode errors were identified. Third, individual differences in performance were examined, with the personality traits of introversion and stability found to be associated with less error‐prone performance.

Wen‐Hsien Chen; Robert S.Y. Lu

doi: 10.1108/02656719810199268pmid: N/A

This case study serves to illustrate the fact that Chinese philosophy may play an important role in guiding a firm along the path of quality transformation. We examined the successful quality transformation of a Chinese firm in Taiwan. We presented the firm’s experiences from the perspectives of people, technology, and structure. By adopting Confucian tenets, the case company stressed humanistic management and implemented a step‐by‐step procedure to first build positive work environment, then to change employee attitude, behaviour, and work habits, and finally to form an organizational culture. On the technological level, the firm implemented the following step‐by‐step quality programs: 5S, QCC, SQC, TQC, and TQM to keep employees in touch with the people management. From the structural point of view, the firm stressed a team‐based approach both internally and externally. Furthermore, we observed that in this Chinese setting, relentless learning, consistency in strategic business planning, a step‐by‐step approach, and teamwork were crucial to the successful implementation of its quality programs.

R.S.M. Lau; C.A. Anderson

doi: 10.1108/02656719810199277pmid: N/A

Total quality management (TQM) is not a unique single program, but rather a combination of many linked concepts. While TQM requires a company‐wide approach and support, the application of TQM can vary depending on the level of management and company function involved. This paper offers a three‐dimensional perspective of TQM, including the philosophical, strategic, and measurement dimensions, that together will comprise all essential concepts for TQM. Most management and literature today emphasise only the philosophical dimension of TQM. This paper suggests that all levels of management need to do more than embrace the philosophy of TQM and all three dimensions of TQM must be harmoniously blended and thoroughly considered for TQM to succeed.

Stanislav Karapetrovic; Walter Willborn

doi: 10.1108/02656719810198601pmid: N/A

As a result of the increasing complexity of technology, processes and products, as well as worldwide pressures for competitive quality, quality terminology keeps expanding and changing. Although an internationally accepted quality vocabulary exists, namely ISO 8402: 1994, we still encounter serious confusion and misunderstanding when communicating on quality related matters. This is evident not only at the international level, but in daily operations, as well. In order to improve communication in quality related matters, we propose the “system’s view” be used. In this article, the “system’s view” is explained, followed by a focus on the application of the underlying concept of a system to quality. Four examples are used: the ISO 9001 Quality System, the ISO 9004 Quality Management Guidelines, the ISO 10011 Quality Audit System, and the ISO 14001 Environmental Management System. The ISO 8402 Vocabulary is streamlined using the “system’s view”. Finally, the benefits of this view for creating quality vocabulary are discussed.