Training for Quality

V.H.Y. Lo; D. Sculli

1995 Training for Quality

doi: 10.1108/09684879510087468

Reports the results of an attempt to ascertain the status of total quality management (TQM) in Hong Kong and southern China. Begins with a general introduction to manufacturing in the region. Information on the general awareness and status of TQM was collected using a combination of interviews, case studies, and a survey. Results indicate that TQM is now a widely accepted approach in the region, its benefits mainly seen in terms of improved customer/supplier relationships. However, there is a perception that TQM must necessarily lead to an increase in costs‐the penalty to be paid for its benefits.

Richard Palmer; John P. Wilson

1995 Training for Quality

doi: 10.1108/09684879510087477

Seeks to examine the important role commitment plays in implementing TQM and the interrelationship between that commitment and the role of training. In particular, considers the necessity of maintaining the energy and drive for quality within the system. Develops a model which is analogous to the energy within a chemical process. The existing status quo is altered through the influence of commitment to training, communications, systems, and teams. These affect the organizational culture which then reinforces further changes and developments.

Nelda Spinks; Barron Wells

1995 Training for Quality

doi: 10.1108/09684879510087486

Leadership is the heart and soul of an organization. What is really managed in an organization is peoplel Leadership is the ability to inspire people to work together as a team to achieve common objectives. Explores several approaches to leadership, including the trait approach, the style approach, the effectiveness versus efficiency approach, the contingency approach, the power approach, the function approach, the competence approach, and the TQM approach. In addition, looks at the role of leadership in behaviour and attitude modification and the different leadership tasks of upper‐level, middle‐level, and lower‐level leaders.

Rachel Fleishman

1995 Training for Quality

doi: 10.1108/09684879510087495

A method for the regulation, assessment, follow‐up and continuous improvement of care in long‐term care institutions – the RAF method – was developed by a team of researchers at the JCD‐Brookdale Institute. It was tested in a five‐year experimental programme, implemented in the surveillance systems operated by the Ministry of Labor and Social Affairs and the Ministry of Health. The programme, which introduced major changes into the surveyors’ work practices, included workshops for the surveyors and collaboration between surveyors and researchers to solve problems which arose during the development phase of the programme. Based on the experimental programme’s success in identifying and correcting deficiencies in the care of residents in long‐term care institutions, the RAF method was implemented in Government regulatory systems on a regular basis, nationwide, beginning in 1993.

Samuel K. Ho; Katrina Wearn

1995 Training for Quality

doi: 10.1108/09684879510087503

In contemporary management in the 1990s, a strategy utilized by an increasing number of organizations for effective change and sustained competitive advantage is total quality management (TQM). There have been many established applications in manufacturing over the last two decades and, more recently, in services and the public sector. However, despite expectations that higher educational institutions should lead the field, TQM has been insignificant until recently. Aims to determine the advantages of TQM and how TQM can be effectively and efficiently applied in higher education institutions. Develops a TQM excellence (HETQMEX) model for higher education and training based on fundamental concepts of service quality: 5‐S, marketing and education quality control, quality control circles, ISO 9000 and total preventive maintenance. Acknowledges the diversity of customers that TQM must satisfy and highlights some of the problems encountered in implementing the model, based on well‐founded research and the experience of the authors.

Ronald P. Anjard

1995 Training for Quality

doi: 10.1108/09684879510087512

There are now many tools to assist in developing increased overall quality and supporting total quality management. These management tools are now recognized as valuable – often essential. Other tools which are now being integrated include quality function deployment (QFD), Hoshin Planning, and design of experiments (DOE). The key to product improvement and customer satisfaction lies in problem solving with facts. These management tools are essential to support these goals.

Matthew Hind

1995 Training for Quality

doi: 10.1108/09684879510087521

Quality managers must be seen to support directly the primary aims of the business. This means that they can no longer impose change plans on the business, but rather they have to persuade and facilitate change. This requires skills that are inherent in the consulting process. Identifies the key skills in this process which are based on the seven‐stage consulting process model. Briefly discusses this model and concludes by including a contact address for anyone who wishes to develop the skills highlighted in the process.