Applying total quality and strategic planning techniques for improved compliance performance at polaroid

1993 ◽  
Vol 3 (2) ◽  
pp. 159-167
Author(s):  
Bill Schwalm
Keyword(s):  
Strategic Planning ◽  
Total Quality ◽  
Planning Techniques

scholarly journals A Project Portfolio Management model adapted to non-profit organizations

2016 ◽  
Vol 3 ◽  
pp. 5120 ◽  
Author(s):  
Fabrício Martins Lacerda ◽  
Cristina Dai Prá Martens ◽  
Henrique M R De Freitas
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Portfolio Management ◽  
Management Model ◽  
Project Portfolio ◽  
Natural Consequence ◽  
Project Portfolio Management ◽  
Planning Techniques ◽  
Non Profit ◽  
Non Profit Organizations

As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.

scholarly journals Analisa Pengaruh Penerapan Manajemen Kualitas Dengan Mbnqa Kriteria Terhadap Kinerja Bisnis Pada Rumah Sakit Islam Jemursari Surabaya

2016 ◽  
Vol 8 (1) ◽  
Author(s):  
Arief Sabda Pietra Mukti Sutikno ◽  
Febriana Wurjaningrum
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Least Square Method ◽  
Partial Least Square ◽  
Least Square ◽  
Performance Criteria ◽  
Customer Focus ◽  
Path Coefficient ◽  
Total Quality ◽  
Business Results

Today, high population growth coupled with the needs of the product or service quality healthcare. One practice in improving quality is through the implementation of Total Quality Management or TQM. One of the efforts in the implementation of TQM can be done with criteria MBNQA consisting of leadership, strategic planning, customer focus, pekuruan, analysis, and knowledge management, workforce focus, process management, and business results. RSI Jemursari Surabaya as one of the hospitals of foundation hospitals islam Islam Surabaya (Yarsis) has implemented MBNQA in its business operations. This study examines the relationship between TQM implementation through MBNQA on business performance criteria of Islamic Hospital Jemursari. Data were analyzed using path analysis using Partial Least Square method with the help of software SmartPLS. From the research results obtained by the t-statistic for the criteria of customer focus 6.153 ; management process by 5.451; 5.168 leadership; strategic planning 4.314; and 2,628 business results. While the measurement, analysis, and knowledge management did not prove significant influence and adversely affect the value of the path coefficient of -0.014 with 0.288 t and the focus of labor is not proved significant with path coefficient value of 0,020 with 0,349 t.

Formal strategic planning

2002 ◽  
Vol 8 (5) ◽  
pp. 416-429 ◽  
Author(s):  
Nicholas O’Regan ◽  
Abby Ghobadian
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Business Process ◽  
Business Planning ◽  
Total Quality ◽  
Implementation Barriers ◽  
Major Drawback ◽  
Implementation Stage

The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the barriers to its implementation. It considers the suitability of formal strategic planning as the key to eliminating or reducing implementation barriers by comparing the extent to which the barriers are experienced in formal and non‐formal planning firms. The paper also examines the extent to which the barriers are experienced by high and low performing firms.

scholarly journals Strategic Planning of Education in Total Quality Management State Vocational

2019 ◽  
Author(s):  
Siti Munirotul Yuanita ◽  
Anjar Agus Firawati ◽  
Anggraeni Cahyaningtyas ◽  
Asfi Mangzila ◽  
Quma Irah Larasati
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Total Quality

scholarly journals Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry

2020 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Syed Waqar Ahmed ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Performance Appraisal ◽  
Continuous Improvement ◽  
Banking Industry ◽  
Competitive Advantages ◽  
Total Quality ◽  
Cost Leadership ◽  
Hrm Practices

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in banking industry of Pakistan. HRM practices included Recruitment & Selection, Training & Development, Performance Appraisal, and Compensation & Reward. TQM practices consist of Leadership, Continuous Improvement, Customer Satisfaction, Employee Empowerment, and Strategic Planning. And lastly, competitive advantages is represented by Cost Leadership, and Differentiation. We applied (Obeidat, Yousef, Tawalbeh, & Masa'deh, 2018) model to banking sector of Pakistan. An Adopted questionnaire was designed and distributed over a sample of 300 employees. The research hypotheses were tested by using structured equation modeling. The result shows that Compensation & Reward positively and significantly affect all TQM practices as well as cost leadership. Similarly, Performance Appraisal also produce a significant positive impact on Strategic Planning, and Leadership dimensions of TQM, Hoverer, negatively affect cost leadership. Recruitment & Selection positively affect cost leadership. Strategic planning an importance factor, significantly affect both competitive advantage factors. Interestingly, Training & Development have a significant but negative effect on TQM factors namely Continuous Improvement, Leadership, and Strategic Planning. The findings imply that in banking industry, the effect on HRM factors on TQM is not equal, some are even negative, hence should be used diligently with the prospective of both TQM and competitive advantages.

scholarly journals Assessment of the quality of independent nursing practice in Indonesia based on total quality management indicators

2021 ◽  
Author(s):  
Devi Sahputra ◽  
Paul Lumbantobing ◽  
Cyruz P. Tuppla
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Health Care Services ◽  
Process Management ◽  
Nursing Practice ◽  
Chief Executive ◽  
Positive Influence ◽  
Total Quality

Background: The quality of management has become a problem and significant issue of the late decade in Indonesia's professional nursing practice. By implementing total quality management (TQM), the organization would identify a health organization system's performance to improve patient satisfaction and patient safety for independent nursing practice services. Objective: This study aimed to assess the quality of independent nursing practice in Indonesia based on TQM indicators.Methods: This study employed a sequential explanatory mixed methods design. Participants were 105 Chief Executive Officers (CEOs) of independent nursing practices who answered a TQM survey using The Malcolm Baldrige Criteria for Performance Excellence (MBCfPE). The quantitative responses were analyzed using SmartPLS version 3.0. For qualitative data, selected six participants from total respondents were interviewed to explore the participants' understanding of TQM. All the responses were transcribed and uploaded using NVIVO ver. 11 for thematic analysis.Results: Leadership positively influenced strategic planning, customer attention, assessment analysis, and information management (focusing on personnel process management and efficiency) (p <0.001). In addition, process management indicated a positive influence on performance results (p <0.001). Interview transcriptions concentrated on the following themes that emerged, such as quality focus, service focus, human resource focus, performance result, leadership, service system design, strategic planning, and information system.Conclusion: TQM with the adaptation of MBCfPE criteria improves the organization's performance and serves as a strategic component in assessing and implementing sustainability change. The findings of this study can be used by CEOs of independent nursing practices for continuous improvement. In addition, the results serve as a basis for the ministry of health for accreditation to ensure the high quality of health care services.

scholarly journals PENGARUH PENERAPAN PRAKTIK TOTAL QUALITY MANAGEMENT (TQM) TERHADAP KINERJA KUALITAS (Studi Persepsi Karyawan Pada PT. Sermani Steel Makassar)

IQTISHODUNA ◽  
2012 ◽  
Author(s):  
Musran Munizu
Keyword(s):  
Strategic Planning ◽  
Structural Equation ◽  
Process Management ◽  
Simple Random Sampling ◽  
Customer Focus ◽  
Critical Ratio ◽  
Total Quality ◽  
Quality Performance ◽  
Sample Technique ◽  
Focus Information

The purpose of this research was to test and analyze the effect of TQM practices implementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to quality performance at Sermani  Steel in Makassar. The population were 300 employees and the sample were chosen 150 employees as respondents. Sample technique which used was simple random sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e : SPSS for windows and AMOS 4.01. The finding of research indicate that : TQM practices implementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management have significantly and positive effect on quality performance. Leadership has dominant effect on quality performance (Critical ratio = 7,860 t-table = 1,960; and probability = 0,000 α = 0,05)

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