Field quality metrics – findings and recommendations

2017 ◽  
Vol 23 (4) ◽  
pp. 811-821
Author(s):  
Brian Palmquist
Keyword(s):  
Quality Management ◽  
Evaluation Criteria ◽  
Building Construction ◽  
Project Teams ◽  
Practical Implementation ◽  
Successful Implementation ◽  
Field Staff ◽  
Management Software ◽  
Content Type ◽  
Field Quality

Purpose Based on a 2015 research survey by the author, the purpose of this paper is to evaluate a group of tablet- and smartphone-based software in order to recommend which one (or two) best matches the requirements for building construction field quality management. The secondary purpose of this paper is to identify which usage criteria best represent the needs of designers and builders. A tertiary but equally important purpose is to identify best means for knowledge transfer to up to 100 project teams per year. Design/methodology/approach Using a previously developed in-house questionnaire comprising 34 evaluation criteria, the author identified and evaluated eight currently available field quality management software being used by project teams in several different branches of the author’s building construction company. Evaluation involved face-to-face meetings with each of the 11 project teams using a standard questionnaire. Software vendors were also interviewed. Each comment made during interviews was captured and the results were communicated back to the team members for review – there were several comments and clarifications received in this manner. Questionnaires were evaluated, findings and recommendations drafted and circulated to senior management for review. Findings Out of the original 34 evaluation criteria, there emerged 12 field-derived evaluation criteria; an additional five arose from the site office, for a total of 17 out of the original 34. While site office-based personnel were comfortable with tablet-based software solutions, field staff such as superintendents favored smartphone-based solutions. Where field staff were required to use tablets for field quality management, they insisted on being accompanied by junior project management staff to act as scribes – all agreed this was inefficient. Research limitations/implications The eight software products selected for evaluation were limited to those already in use in the company; in one case a product was evaluated due to strong recommendations from staff based on hearsay. There are many more field quality management software and the field is changing rapidly, however the author believes the findings are of value in analyzing any current or future offering. Practical implications The ideal building construction field staff member should be equipped with a tablet used periodically during the workday to access the most up-to-date project documents. But the same individual should use a smartphone for the large majority of quality management observations, such as identifying and tracking to resolution deficiencies and non-conformances. Details of this mix and usage have not been previously identified. Originality/value In addition to evaluating a variety of field quality management software and identifying selection criteria, the paper identifies a practical implementation protocol that will maximize the likelihood of successful implementation.

How management control systems enable and constrain integrated thinking

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ruth Dimes ◽  
Charl de Villiers
Keyword(s):  
Decision Making ◽  
Control Systems ◽  
Economic Benefits ◽  
Management Control ◽  
Management Control Systems ◽  
Practical Implementation ◽  
Successful Implementation ◽  
Content Type ◽  
Perceived Trust

Purpose This paper aims to examine how management control systems (MCS) can enable and constrain the successful adoption of integrated thinking in an organisation. Design/methodology/approach The study adopts a case study approach, involving in-depth interviews and documentary evidence. Findings The case study organisation perceived trust to be critical to the successful adoption of integrated thinking, and informal social controls with strong endorsement from senior management frequently substituted for more formal technical controls in helping to develop a trust-based organisational culture. These cultural changes improved collaboration and brought economic benefits by encouraging outcome-based decision-making rather than capital-based decision-making, thereby enabling employees to identify and address poorly performing projects earlier. However, established performance measurement systems geared towards reporting and rewarding accounting profits created tension, constraining the potential benefits of integrated thinking by reinforcing business unit protectionism. Practical implications Integrated thinking can be seen as a form of management with the potential to improve organisational outcomes. An improved understanding of factors that might enable or constrain integrated thinking could facilitate its spread. Originality/value Despite several calls for research on the practical implementation of integrated thinking, this has not been studied extensively. To the best of the authors’ knowledge, this study is one of the firsts to contribute to a better understanding of the role of MCS in the successful implementation of integrated thinking in an organisation. The study also contributes to the MCS literature.

Developing and validating a total quality management model for healthcare organisations

2015 ◽  
Vol 27 (5) ◽  
pp. 544-564 ◽  
Author(s):  
Ali Mohammad Mosadeghrad
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Quality Management System ◽  
Customer Management ◽  
Successful Implementation ◽  
Management Support ◽  
Total Quality ◽  
Content Type ◽  
Validated Questionnaire ◽  
Management Techniques

Purpose – The purpose of this paper is to develop a total quality management (TQM) model for healthcare organisations and validate it using a sample of Iranian healthcare organisations. Design/methodology/approach – A validated questionnaire was used to collect data from all healthcare organisations that implemented TQM in Isfahan province, Iran. Findings – Using the proposed model, TQM implementation was measured in healthcare organisations. The level of TQM success in Isfahan healthcare organisations was medium. The highest score was achieved in the dimension of “customer management”, followed by “leadership” and “employee management”. Employee management, information management, customer management, process management and leadership had the most positive effect on TQM success. Using a series of quality management techniques had “synergistic” effect on TQM success. Practical implications – Top management support, effective management of human resources, full involvement of the entire workforce including physicians, education and training, team working, continuous improvement, a corporate quality culture, customer focus and using a combination of management techniques under a quality management system are necessary for TQM successful implementation. Originality/value – A healthcare context-specific model of TQM was developed and tested and suggestions were provided for its successful implementation.

Implementing total quality management (TQM) in the Palestinian construction industry

2014 ◽  
Vol 31 (8) ◽  
pp. 878-887 ◽  
Author(s):  
Mustafa Maher Altayeb ◽  
Mahmoud Bashir Alhasanat
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Construction Industry ◽  
Computer Model ◽  
Success Factors ◽  
Gaza Strip ◽  
Project Planning ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type

Purpose – The construction industry has been one of the most important industries for the development of the Palestinian infrastructure and economy. Total quality management (TQM) is considered one of the most important approaches to the success of construction industry. The purpose of this paper is to determine the success factors necessary for the implementation of TQM at various phases of project planning, design and construction in the Gaza Strip. Design/methodology/approach – A computer model was developed to assess the current strengths and weaknesses of each component of the construction industry, such as owner, consultant and contractor, regarding their use of quality management methodologies. Findings – The research determined a total of eight major factors and 81 sub-factors. It was identified that seven critical success factors with 38 significant sub-factors were required for the successful implementation of TQM in Gaza Strip construction organizations. Originality/value – An original assessment of the importance of TQM in the construction industry in Palestine. The computer model shows the strengths and weaknesses of stakeholders within the industry.

A developmental view on implementation of quality management concepts

2014 ◽  
Vol 6 (2/3) ◽  
pp. 143-154 ◽  
Author(s):  
Ida Gremyr ◽  
Mattias Elg
Keyword(s):  
Quality Management ◽  
Standard Procedure ◽  
Implementation Process ◽  
Pilot Project ◽  
Project Work ◽  
Successful Outcome ◽  
Successful Implementation ◽  
Illustrative Case ◽  
Content Type ◽  
Management Concepts

Purpose – The purpose of this paper is to examine the value of a developmental learning view on implementation of quality management (QM) concepts. QM concepts are common in various organizations; some implement them smoothly, others struggle and sometimes even abandon the initiatives. What is then a successful implementation – is it the use a specific QM method as a standard problem solving approach, or is it that learning has occurred during implementation? Design/methodology/approach – The paper is based on an illustrative case study carried out at a hospital in western Sweden. The data have been collected through about 130 hours of participation in project work by the first author and through seven face-to-face interviews of about one hour each. Findings – It is shown that a Design for Six Sigma pilot project with a narrow view on implementation could be regarded as a failure, but it gave rise to much learning and new improved ways of working. Hence, it is argued that a developmental view on implementation can support learning by an emergent and experimental approach to implementation processes. Originality/value – Much research has been done on how to increase the success rate of implementations of QM initiatives, e.g. procedures to follow to reach an outcome where the new way of working is standard procedure. Less research has problematized the implementation process, questioning what a successful outcome of an implementation is.

Critical success factors examined in ISO 9001:2008-certified Greek companies using multidimensional statistics

2015 ◽  
Vol 32 (2) ◽  
pp. 114-131 ◽  
Author(s):  
Vasileios Ismyrlis ◽  
Odysseas Moschidis ◽  
George Tsiotras
Keyword(s):  
Quality Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Demographic Variables ◽  
Iso 9001 ◽  
Successful Implementation ◽  
Content Type ◽  
Critical Success ◽  
Significant Difference ◽  
Multidimensional Statistics

Purpose – The purpose of this paper is to examine the level of the importance and implementation of the critical success factors (CSFs) required for the appropriate function of a quality management system (QMS) in ISO 9001:2008-certified companies and the differences between the CSFs and the demographic variables of the companies. Design/methodology/approach – A research project was carried out in Greek companies from all business sectors using the questionnaire technique. The selected companies all implement a QMS in accordance with the ISO 9001:2008 standard. Correspondence analysis, a methodology from the multidimensional statistics field, was also used to identify significant differences between the importance and implementation levels of the CSFs of the QMS. Findings – The importance that quality assurance managers attribute to these CSFs was high enough in most categories, but there was a significant difference in the implementation level, which displayed much lower scores. The most important factors seem to be management commitment, education, and communication, while the least important were the availability of data and use of statistics. Differences between categories of demographic variables were present only for the firm size variable. Research limitations/implications – The study was based on the perception (i.e. subjective data) of only one quality manager/representative of each company. Practical implications – The paper provides information to certified companies in Greece on the differences in the importance and implementation levels of quality management practices (especially for hard factors) and motivation to investigate possible causes. Moreover, the most important factors for the successful implementation of ISO 9001 are presented. Originality/value – This paper describes the implementation and given importance of the CSFs in companies with experience of the ISO 9001:2008 standard and for the analysis of the data a methodology from the multidimensional field is applied, with the complementary use of some special tables of coincidences.

Barriers to Total Quality Management for sustainability in Indian organizations

2020 ◽  
Vol 37 (6/7) ◽  
pp. 1007-1031 ◽  
Author(s):  
Vimal Kumar ◽  
Pratima Verma ◽  
Sachin Kumar Mangla ◽  
Atul Mishra ◽  
Dababrata Chowdhary ◽  
...  
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Organizational Context ◽  
Structural Model ◽  
Successful Implementation ◽  
Total Quality ◽  
Interpretive Structural Modeling ◽  
Content Type

PurposeThe paper aims to identify key human and operational focused barriers to the implementation of Total Quality Management (TQM). It develops a comprehensive structural relationship between various barriers to successfully implement TQM for sustainability in Indian organizations.Design/methodology/approachWith the help of expert opinions and extant literature review, we identified the case of TQM failure companies and barriers to implement TQM effectively. Interpretive Structural Modeling (ISM) and fuzzy MICMAC techniques are employed to develop a structural model and the identified barriers are categorized based on their dependence and driving power in the various categories.FindingsFrom the intensive case analysis, we identify fourteen barriers that constrain the successful implementation of TQM. The findings also provide a hierarchy of barriers in which the absence of top management involvement and ineffective leadership are the human barriers having the highest dependence.Research limitations/implicationsThe critical inputs show the implementation of TQM in the firms being more proactive and well prepared in the selected five companies. The study's emphasis on barriers will help organizations in implementing TQM for better sustainability in an organizational context.Originality/valueIn the successful implementation of TQM, barriers need to be identified because failure has often eliminated the organizations from the market. Thus, TQM is the source of strength to achieve higher productivity, profitability, and sustainable business performance. The barriers must be identified to improve organizational performance to contribute to sustainable development.

Delving into the soft side of TQM: an analysis of the implications of employee involvement on management practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mauro Cavallone ◽  
Rocco Palumbo
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Management Practices ◽  
Employee Involvement ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type ◽  
Large Sample ◽  
Mediating Role ◽  
Organizational Excellence

PurposeSoft total quality management (STQM) is a requisite for the successful implementation of hard total quality management interventions. However, there is limited empirical evidence on the implications of adopting soft total quality management practices. Inter alia, little is known about the consequences of employee involvement in addressing organizational and management challenges. To fill this gap, the article investigates the effects of employees' involvement on their commitment to organizational excellence.Design/methodology/approachSecondary data were collected from the European Company Survey (ECS). A large sample of 15,958 European companies was involved in the analysis. A parallel mediation model was devised to investigate the effects of employee involvement on commitment to organizational excellence. Training and motivation were contemplated as mediating variables to investigate the indirect implications of employee involvement on commitment to organizational excellence.FindingsEmployee involvement contributed marginally towards establishing an increased individual commitment to organizational excellence. Training and motivation played a relevant and statistically significant mediating role, boosting the implications of involvement on commitment to organizational excellence.Practical implicationsEmployee involvement is critical for establishing an organizational climate conducive to organizational excellence. However, its implications should be contextualized in light of the mediating role of training and motivation. On the one hand, training is expected to increase employees' participation in the enhancement of organizational excellence. On the other hand, motivation fosters employee engagement in the improvement of organizational dynamics.Originality/valueThe article investigates the implications of employee involvement on commitment to organizational excellence in a large sample of European companies, emphasizing that soft TQM interventions should be implemented according to a systemic perspective in order to pave the way for a viable commitment to organizational excellence.

Identification and prioritization of barriers to total quality management implementation in service industry

2015 ◽  
Vol 27 (5) ◽  
pp. 591-615 ◽  
Author(s):  
Faisal Talib ◽  
Zillur Rahman
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Service Industry ◽  
Resistance To Change ◽  
Service Industries ◽  
Successful Implementation ◽  
Total Quality ◽  
High Turnover ◽  
Content Type ◽  
Priority Weights

Purpose – Despite the potential benefits of total quality management (TQM) articulated by quality experts and practitioners, these benefits are not easy to achieve in practice. Many service industries have found difficult to implement TQM successfully. The present study investigates and categorizes the barriers to a successful implementation of TQM program in the service industry. The purpose of this paper is to understand TQM barriers and prioritize their relative importance by ranking them in the service industry. Design/methodology/approach – Based on previously published literature on TQM barriers in service industry and after discussions with quality experts, this study utilizes a set of 12 barriers to TQM as identified by the authors of TQM barriers to accomplish the objectives of the present study. The 12 barriers were divided into three categories. These barriers were prioritized and ranked using an analytic hierarchy process (AHP) approach, a multi-criteria decision-making process. Findings – In this research, the category “managerial issues” was found to be the most important, followed by “people-oriented issues” and “organizational issues” based on their priority weights. The results have also highlighted that the barrier “lack of communication” was the most significant among all the other barriers. It was followed by “lack of top-management commitment,” “employee’s resistance to change,” and “lack of coordination between departments.” The least significant barrier was “high turnover at management level.” Practical implications – The study ranks the barriers, from the most important to the least important, which will allow managers and practitioners in the service industry to decide which barriers they need to pay attention to and work on for a successful implementation of TQM. Originality/value – The strength of this study is the development of a comprehensive model for the investigation and prioritization of barriers that the service industry experiences when implementing a TQM program. Presenting TQM barriers in the form of AHP-based model and categorizing barriers is a new effort in the area of TQM.

The Human Sigma approach to business improvement in tourism SMEs

2015 ◽  
Vol 22 (2) ◽  
pp. 302-319 ◽  
Author(s):  
Carley Sutton
Keyword(s):  
Quality Management ◽  
Exploratory Study ◽  
Service Sector ◽  
Success Factors ◽  
Initial Study ◽  
Successful Implementation ◽  
Content Type ◽  
Critical Success ◽  
Yield Value ◽  
The Status

Purpose – Human Sigma is an emerging topic among many academics and practitioners. At present, limited studies have been reported about the successful applications of Human Sigma in small- to medium-sized enterprises (SMEs). The purpose of this paper therefore is to provide an analysis of contemporary business improvement tool implementation in UK tourism SMEs. Design/methodology/approach – This paper presents an exploratory study of the Human Sigma approach to business improvement. Particularly, the research offers an overview of approaches to business improvement, whilst also presenting a framework for the implementation of Human Sigma. Adopting a case study of tourism SMEs, the paper examines attitudes to service quality management in terms of the implementation of business improvement tools. Findings – The results of the study reveal that many of the SMEs are not aware of the Human Sigma approach to business improvement and while there is a range of tools, techniques and approaches available, they perceive several key barriers to prevent them from fully engaging. The research highlights the critical success factors for successful implementation are often related to customers and not employees. The perceived benefits from the usage of these tools are also displayed. Research limitations/implications – The limitations of this research are recognised, in particular the relatively small number of SMEs in a geographically confined area. Nevertheless, the research is intended primarily as an exploratory study designed to identify themes and issues as a basis for further research. Consequently, the study offers a number of significant findings that contribute more broadly to the Human Sigma literature. Originality/value – This paper presents an initial study on the status of Human Sigma implementation in UK tourism SMEs. The service sector is dominated by a large number of SMEs and despite escalating attention paid within the literature to issues related to quality management, limited research has been undertaken into the utilisation and contribution of contemporary business improvements tools. A framework for the implementation of the Human Sigma approach to business improvement is illustrated. This paper will yield value to academics, consultants, researchers and practitioners.

Resource allocation to strategies of quality management with FANP and Goal Programming approach

2019 ◽  
Vol 31 (5) ◽  
pp. 850-870 ◽  
Author(s):  
Elham Rezaee ◽  
Alireza Pooya
Keyword(s):  
Quality Management ◽  
Human Resources ◽  
Goal Programming ◽  
Analytic Network Process ◽  
Programming Approach ◽  
Successful Implementation ◽  
Organizational Resources ◽  
Content Type ◽  
Network Process ◽  
Single Strategy

Purpose The purpose of this paper is to explore the relationship between effective strategies to improve the quality and quality management of allocated resources for the successful implementation of the strategies. For this purpose, three quality management resources (human, organizational and technological) and eight different strategies related to quality are considered. Design/methodology/approach The paper employs the fuzzy analytic network process (FANP) to prioritize and model the interactions between eight strategies, the three types of resources (human, organizational and technological) needed for effective strategy implementation and the ability to enhance quality. Then, Goal Programming (GP) is formulated by the output of the FANP to identify the extent to which each single strategy is inhibited by a lack of (or overloaded by) resources. Findings The first three priorities of strategies identified by the FANP include continuous management of quality system, continuous use of human knowledge and continuous approach toward target, and the order of resources is as follows: human resources, organizational resources and technological resources. The results obtained showed the largest share of human resources and its crucial role in improving the quality of the products. The contribution of organizational resources amounts to half of the contribution of human resources. Originality/value The main contribution of this paper is to employ the FANP to prioritize, whereas in prior studies in this area, priorities were conducted as definitive, and uncertainty in the opinion of experts was not considered. In this paper, the FANP–GP combined method is used.

Sign in / Sign up

Export Citation Format

Share Document