ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918678

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918679

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

This article examines the differences in quality management practices between plants that achieve high, intermediate, and low levels of quality performance. Data from a survey of U.S. plants in the machinery, transportation components, and electronics industries were analyzed using multiple discriminant analysis. It was found that key practices included concurrent engineering, new-product quality, employee involvement, feedback, maintenance, labor skill level, selection for teamwork potential, process control, and supplier relationships. An interesting result was that the plants that achieved the best and poorest levels of quality performance used similar (strong) levels of these quality management practices, while those plants that achieved intermediate levels of quality performance used inferior quality management practices. It is believed that the intermediate-quality plants may be complacent, while the low-quality plants are striving to catch up and the high-quality plants seek continuous improvement.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918680

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

This article reports the results of a survey of quality management practices in the electronics industry. The objective of this article is to investigate the relationship between technical quality systems, such as statistical process control and design of experiments (DOE), and quality management leadership factors. Additional evidence is presented on industry DOE practices for a broad sample to expand and validate findings from the authors early research.The first part of the article investigates the relationship between a number of technical quality management variables and management leadership concepts. The results support the common wisdom that there is a strong relationship between management leadership and several quality management tools. For example, top management support is strongly related to worker awareness of quality and the use of structured systems and statistical tools.The second part of the article takes a detailed look at DOE, which is one specific quality management tool. The results show that DOE is relatively little used—not because of limitations of the method, but because of lack of skills and resources. Moreover, many companies may still be so early in their quality improvement cycle that methods simpler than DOE may be sufficient for their current objectives.This article makes two contributions to the research literature on quality. First, the results provide a basis for understanding the relationships among several elements of a systemic approach to quality management. Second, the article provides new insights into the use and nonuse of DOE in quality improvement at the shop floor level.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918681

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

In recent years the anecdotal success stories of total quality management (TQM) in the United Kingdom have been replaced by a flood of gloomy reports; however, many of these rely on small sample sizes, and the reports provide little detail on what is actually happening. In this article, the authors draw upon the findings of an Institute of Management survey of some 880 managers to provide a full picture of TQM and its operation in the United Kingdom.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918682

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

Numerous assertions have been made that ergonomics leads to improved quality. Indeed, this notion was embodied in Deming's system of profound knowledge (Deming 1990), which emphasized the importance of“people systems”and of“maximizing the human potential.”Little attention, however, has been directed toward the role of ergonomics in quality improvement efforts. Adoption of the ergonomic approach has been limited to providing solutions for health and safety problems in occupational settings. This article explores two perspectives: (1) the use of quality assurance techniques in the field of ergonomics; and (2) the possibility of incorporating ergonomics as a strategy to improve quality and to address occupational health and safety issues. The complementary rotes of quality and ergonomics are described through the development of an integrated framework based on an examination of quality and ergonomics literature.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918683

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

Three principles seem to be basic for quality management and economic growth in rich and poor countries. (1) Improvements in quality of life are built on improvements in work methods. (2) Improvements occur most often where they are expected, supported, and rewarded. (3) Continual improvements are necessary just to stay even. In this article, these three principles are illustrated and tied to literature in both quality management and the economies of development and growth.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918684

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918685

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor