A quality management based on the Quality Model life cycle

Managing quality is a hard and expensive task that involves the execution and control of processes and techniques. For a good quality management, it is important to know the current state and the objective to be achieved. It is essential to take into account with a Quality Model that specifies the purposes of managing quality. QuEF (Quality Evaluation Framework) is a framework to manage quality in MDWE (Model-driven Web Engineering). This paper suggests managing quality but pointing out the Quality Model life cycle. The purpose is to converge toward a quality continuous improvement by means of reducing effort and time.Ministerio de Ciencia e Innovación TIN2010-20057-C03-02Ministerio de Ciencia e Innovación TIN 2010-12312-EJunta de Andalucía TIC-578

Managing quality in organizations through performance measurement

The performance measurement of an organization’s processes offers important information regarding to what extend the settled objectives have been fulfilled, and also its progress. This has to be achieved by taking into consideration the requirements of all stakeholders of the organization. In this paper we set ourselves to explore a manner by which an organization can remain profitable on the market, but also means to continually improve its performances. Regarding this, the paper discusses the need to plan and implement a quality management system in order to sustain and promote the change at the organizational level and to develop a culture of quality. Moreover, it is presented a system of performance indicators that will help the organization to evaluate its progress and to remain successful in the field of activity where it operates.evaluation of the results, process performance indicators, quality culture, quality management system.

Managing Quality under Heterogeneous Consumer Demand and Product Quality, October 2005

Based on accepted advances in the marketing, economics, consumer behavior, and satisfaction literatures, we develop a micro-foundations model of a firm that needs to manage the quality of a product that is inherently heterogeneous in the presence of varying customer tastes or expectations for quality. Our model blends elements of the returns to quality, customer lifetime value, and service profit chain approaches to marketing. The model is then used to explain several empirical results pertaining to the marketing literature by explicitly articulating the trade-offs between customer satisfaction and costs (including opportunity costs) of quality. In this environment firms will find it optimal to allow some customers to go unsatisfied. We show that the relationship between the expected number of repeated purchases by an individual customer is endogenous to the choice of quality by the firm, indicating that the number of purchases cannot be chosen freely to estimate a customer’s lifetime value

Managing Quality in Aviation Projects

From aircraft manufacturing, product customization, aircraft maintenance, and aircraft launch and recovery, project management is threaded through all aspects of aviation. Given the supreme importance of quality to every aircraft manufacturer, airline, and passenger, it would be expected that quality management, within the context of project management, would be a construct that is clearly defined. The aim of this mixed-methods research seeks to understand how quality is managed and assured in aviation projects, whether or not the current quality management framework is applicable to the aviation industry, and how quality should ultimately be managed in aviation projects. The results of this study suggest that aviation project management could benefit by adopting a new lens for managing project quality and avoid a surface-level adoption of quality tools designed primarily for the mass production context

Managing Quality in the Hospitality Industry:

In - Managing Quality In the Hospitality Industry – an observation by W. Gerald Glover, Associate Professor, Hospitality Management Program, Appalachian State University, initially Glover establishes: “Quality is a primary concern in the hospitality industry. The author sees problems in the nature of the way businesses are managed and discusses approaches to ensuring quality in corporate cultures.” As the title suggests, the author wants to point out certain discrepancies in hospitality quality control, as well as enlighten you as to how to address some of these concerns. “A discussion of quality presents some interesting dilemmas. Quality is something that almost everyone wants,” Assistant Professor Glover notes. “Service businesses will never admit that they don\u27t provide it to their customers, and few people actually understand what it takes to make it happen,” he further maintains. Glover wants you to know that in a dynamic industry such as hospitality, quality is the common denominator. Whether it be hotel, restaurant, airline, et al., quality is the raison d’être of the industry. “Quality involves the consistent delivery of a product or service according to the expected standards,” Glover provides. Many, if not all quality deficiencies can be traced back to management, Glover declares. He bullet points some of the operational and guest service problems managers’ face on a daily basis. One important point of note is the measuring and managing of quality. “Standards management is another critical area in people and product management that is seldom effective in corporations,” says Glover. “Typically, this area involves performance documentation, performance evaluation and appraisal, coaching, discipline, and team-building.” “To be effective at managing standards, an organization must establish communication in realms where it is currently non-existent or ineffective,” Glover goes on to say. “Coaching, training, and performance appraisal are methods to manage individuals who are expected to do what\u27s expected.” He alludes to the benefit quality circles supply as well. In addressing American organizational behavior, Glover postures, “…a realization must develop that people and product management are the primary influences on generating revenues and eventually influencing the bottom line in all American organizations.” Glover introduces the concept of pro-activity. “Most recently, quality assurance and quality management have become the means used to develop and maintain proactive corporate cultures. When prevention is the focus, quality is most consistent and expectations are usually met,” he offers. Much of the article is dedicated to, “Appendix A-Table 1-Characteristics of Corporate Cultures (Reactive and Proactive. In it, Glover measures the impact of proactive management as opposed to the reactive management intrinsic to many elements of corporate culture mentality

Capturing, using, and managing quality assurance knowledge for shuttle post-MECO flight design

Ascent initialization values used by the Shuttle's onboard computer for nominal and abort mission scenarios are verified by a six degrees of freedom computer simulation. The procedure that the Ascent Post Main Engine Cutoff (Post-MECO) group uses to perform quality assurance (QA) of the simulation is time consuming. Also, the QA data, checklists and associated rationale, though known by the group members, is not sufficiently documented, hindering transfer of knowledge and problem resolution. A new QA procedure which retains the current high level of integrity while reducing the time required to perform QA is needed to support the increasing Shuttle flight rate. Documenting the knowledge is also needed to increase its availability for training and problem resolution. To meet these needs, a knowledge capture process, embedded into the group activities, was initiated to verify the existing QA checks, define new ones, and document all rationale. The resulting checks were automated in a conventional software program to achieve the desired standardization, integrity, and time reduction. A prototype electronic knowledge base was developed with Macintosh's HyperCard to serve as a knowledge capture tool and data storage