Total Quality Management in the African business community of Burkina Faso: a change in perspective on knowledge development

During the 1990s Total Quality Management (TQM) became diffused to Burkina Faso. The overarching logic of privatization due to Structural Adjustment Programs prepared the ground for far-reaching changes in management practices. TQM became exhorted as a new way of manufacturing. This new management concept was presented as a crucial part of new corporate success and put strong emphasis on empowerment of employers, customer service and charismatic leadership. Interviews with top and middle management in a range of Burkinabé companies showed a willingness for mimetic learning but it turned out that translating the concept into specific new practices by way of new routines remained a complex matter. Although this management concept sometimes became part of the dispositional practice of managers ? a new habitus ? company practices could be better characterized as improvisation on quality improvement.

Evaluation of critical success factors in total quality management implementation and prioritization with AHP - case study: Pars Oil and Gas Company

Total Quality Management claiming superior results in the work has acquired a particular position among other different methods; however, despite all the positive features many organizations have not been successful in applying TQM. There are many reasons for this lack of success which can be either due to a lack of familiarity and attention to the critical success factors in the implementation of Total Quality Management. This research aims to answer two main questions: 1) what critical success factors in the implementation of Total Quality Management are proposed in Pars Oil and Gas Company based on the Malcolm Baldrige model? 2) What is the priority of critical success factors in the implementation of Total Quality Management based on different levels of management`s perspective? The literature related to the first question was studied and the factors were classified into seven groups based on the Baldrige global model. Then, these factors were evaluated according to Baldrige check list based on which 47% of total 1000 points was acquired by the organization. Leadership 47%, Strategic Planning 54%, Customer Focus 41%, Measurement, Analysis and Knowledge Management 41%, Workforce Focus 38%, Operations Focus 46% and Results 51%. For second question, a questionnaire was made to prioritize critical success factors and the weight of each factor in relation to each other was evaluated according to subject`s answers using AHP method by Expert choice software. Therefore, from the perspective of managers in different levels, the factors are prioritized as Leadership, Strategic Planning, Customer Focus, Operations Focus, Results, Measurement, Analysis and Knowledge Management, Workforce Focus. In conclusion, shortcomings and required information for managers and organization were provided based on the results

Evaluation of critical success factors in total quality management implementation and prioritization with AHP - case study: Pars Oil and Gas Company

Total Quality Management claiming superior results in the work has acquired a particular position among other different methods; however, despite all the positive features many organizations have not been successful in applying TQM. There are many reasons for this lack of success which can be either due to a lack of familiarity and attention to the critical success factors in the implementation of Total Quality Management. This research aims to answer two main questions: 1) what critical success factors in the implementation of Total Quality Management are proposed in Pars Oil and Gas Company based on the Malcolm Baldrige model? 2) What is the priority of critical success factors in the implementation of Total Quality Management based on different levels of management`s perspective? The literature related to the first question was studied and the factors were classified into seven groups based on the Baldrige global model. Then, these factors were evaluated according to Baldrige check list based on which 47% of total 1000 points was acquired by the organization. Leadership 47%, Strategic Planning 54%, Customer Focus 41%, Measurement, Analysis and Knowledge Management 41%, Workforce Focus 38%, Operations Focus 46% and Results 51%. For second question, a questionnaire was made to prioritize critical success factors and the weight of each factor in relation to each other was evaluated according to subject`s answers using AHP method by Expert choice software. Therefore, from the perspective of managers in different levels, the factors are prioritized as Leadership, Strategic Planning, Customer Focus, Operations Focus, Results, Measurement, Analysis and Knowledge Management, Workforce Focus. In conclusion, shortcomings and required information for managers and organization were provided based on the results

AI and OR in management of operations: history and trends

The last decade has seen a considerable growth in the use of Artificial Intelligence (AI) for operations management with the aim of finding solutions to problems that are increasing in complexity and scale. This paper begins by setting the context for the survey through a historical perspective of OR and AI. An extensive survey of applications of AI techniques for operations management, covering a total of over 1200 papers published from 1995 to 2004 is then presented. The survey utilizes Elsevier's ScienceDirect database as a source. Hence, the survey may not cover all the relevant journals but includes a sufficiently wide range of publications to make it representative of the research in the field. The papers are categorized into four areas of operations management: (a) design, (b) scheduling, (c) process planning and control and (d) quality, maintenance and fault diagnosis. Each of the four areas is categorized in terms of the AI techniques used: genetic algorithms, case-based reasoning, knowledge-based systems, fuzzy logic and hybrid techniques. The trends over the last decade are identified, discussed with respect to expected trends and directions for future work suggested

Recommendations for the management of MPS VI: systematic evidence- and consensus-based guidance.

IntroductionMucopolysaccharidosis (MPS) VI or Maroteaux-Lamy syndrome (253200) is an autosomal recessive lysosomal storage disorder caused by deficiency in N-acetylgalactosamine-4-sulfatase (arylsulfatase B). The heterogeneity and progressive nature of MPS VI necessitates a multidisciplinary team approach and there is a need for robust guidance to achieve optimal management. This programme was convened to develop evidence-based, expert-agreed recommendations for the general principles of management, routine monitoring requirements and the use of medical and surgical interventions in patients with MPS VI.Methods26 international healthcare professionals from various disciplines, all with expertise in managing MPS VI, and three patient advocates formed the Steering Committee group (SC) and contributed to the development of this guidance. Members from six Patient Advocacy Groups (PAGs) acted as advisors and attended interviews to ensure representation of the patient perspective. A modified-Delphi methodology was used to demonstrate consensus among a wider group of healthcare professionals with expertise and experience managing patients with MPS VI and the manuscript has been evaluated against the validated Appraisal of Guidelines for Research and Evaluation (AGREE II) instrument by three independent reviewers.ResultsA total of 93 guidance statements were developed covering five domains: (1) general management principles; (2) recommended routine monitoring and assessments; (3) enzyme replacement therapy (ERT) and hematopoietic stem cell transplantation (HSCT); (4) interventions to support respiratory and sleep disorders; (5) anaesthetics and surgical interventions. Consensus was reached on all statements after two rounds of voting. The greatest challenges faced by patients as relayed by consultation with PAGs were deficits in endurance, dexterity, hearing, vision and respiratory function. The overall guideline AGREE II assessment score obtained for the development of the guidance was 5.3/7 (where 1 represents the lowest quality and 7 represents the highest quality of guidance).ConclusionThis manuscript provides evidence- and consensus-based recommendations for the management of patients with MPS VI and is for use by healthcare professionals that manage the holistic care of patients with the intention to improve clinical- and patient-reported outcomes and enhance patient quality of life. It is recognised that the guidance provided represents a point in time and further research is required to address current knowledge and evidence gaps

The role of quality in the management of projects

Abstract Quality is often claimed as the 3rd dimension of any project: the success of a project depends on the management of time, cost and quality. However, quality is a much more elusive substance and its management can be problematic. This thesis examines some of the models proposed for managing quality in projects and considers their relevance via a number of case studies. The present study aims to provide a foundation from which a methodology for the management of quality in projects can be evolved. The general definition of “quality” is still discussed and its interpretation in the specific area of project management is open to debate. In this thesis it has been found useful to consider three levels of quality management in the project environment, broadly equivalent to those usually accepted in operations management: quality control, quality assurance and total quality management. Various methods of quality control have been employed in projects for many years. The emphasis of the present study is on the project management equivalents of quality assurance and total quality management and to examine whether they fulfil the true need. A major element of successful quality management is the establishing of constructive methods of feedback. Feedback is also often claimed to be a vital ingredient of successful project management: learning from past successes, and failures. A conduit to provide feedback is often problematic due to the very nature of projects and their finite lifespan. Mainstream thinking believes that standard quality systems employed in the production and operation environment can be incorporated effectively in project management thus increasing operational consistency and reducing the risk of activity or project failure. However, is the model of quality embedded in these systems relevant to projects with their characteristics of uniqueness and long time scales? Initial debate assumed that existing quality management systems would be of benefit in projects, which exhibited a lower level of uniqueness and were closer to an operations management perspective. A literature review followed to gauge the level of importance attached to quality systems and its role in the project process. This determined that there was a need to investigate what existing quality systems, contributed in a purely project environment and what impact they had on improving project success especially in regard to the uniqueness of the projects and to the size of the project organization involved. In addition, the impact an industry-standard quality system had on project organizations compared to project organizations that did not possesses any formal system. To compare and contrast the conventional approach to quality in projects, the complementary areas of systems thinking and system dynamics were explored. Examining an alternative field to quality management was beneficial in providing a different perspective on how systems can be modelled evaluated and applied to real-world applications. This part of the research contributed significantly to the formation of the ideas and opinions on the way in which the concept of quality should be promoted in project management. In particular, the identification of mental models and the use of graphical representations to describe, illustrate and model the tangible and intangible entities found in most types of system. The use of a case study methodology was seen as the most valid way of attaining a holistic view of the complete project process and exploring the salient issues surrounding quality and projects. The fieldwork carried out to facilitate this goal, comprised of a restricted number of in-depth case studies, which encapsulated complete projects. An essential part of this process was the use of participant observation and in part action research, as these approaches increased the access to the available qualitative data whilst being mutually beneficial to the research and to the organisations involved. The scope of the case studies carried out was governed by a number of constraints: • The availability of suitable projects. • The timespan of the available projects matching that of the research, consequently the projects studied are on a relatively small scale. • The organizations in which the action research process could be a valid exchange of services. • The reluctance of organizations in certain industries to allow access to data on projects in particular activities that had led to project failure. The alternative models and techniques offered by systems thinking and system dynamics were explored to see if they could deliver more insights into the diverse aspects of project quality and how feedback in systems can be effectively represented. From the four case studies carried out, it is evident that there is a need for a fundamental revision on how quality is both defined and measured in project management. There is a need for greater emphasis on the acquisition and retention of knowledge by project organizations including the ability to disperse that knowledge by a practical and useful medium. Existing quality management systems still exhibit their origins, which do not take into account the uniqueness and instability of the project environment. In practice, the demand for registration to an industry-recognised quality standard appears to discriminate against the smaller project organization. The impact on the larger organizations is no less significant due to the creation of ‘underground’ parallel working practices, which are a significant waste of resources. The veneer of compliance to a global standard does not help the project organization learn or accumulate knowledge. In conclusion, this thesis proposes that project management needs an alternative methodology to provide a more practical method of project feedback, to enhance the ability of future projects. This thesis puts forward a foundation for this methodology based upon the valuable attributes of the models identified during the research in addition to the value of the case studies compiled. The aim for the implementation of a practical quality system has to be based on a reappraisal of what its purpose is. Therefore, it is proposed that the objective of any system would be to capture knowledge, store and redistribute that knowledge in a manner that makes a positive contribution to future project success. Emphasis is placed on increasing success by the acquisition of knowledge, in contrast to the traditional quality concepts of decreasing risk by the control of activities. In essence a shift from existing mechanistic systems towards more neurocybernetic systems. The increasing capabilities of communication and information technologies make the practicalities of creating this type of system perfectly feasible

Managing supplier relationships in a new product development context

Organizations can no longer rely solely on their own resources to innovate and look for strategic interactions beyond their organizational boundaries, allowing them to improve the quality of their own internal resources by investing in core competencies while contracting out other knowledge domains. From a theoretical perspective the focus of research has shifted towards supplier relationship management (SRM) and early supplier involvement in new product development (NPD). Even though much research has been done in these areas, a more comprehensive study investigating the constructs that determine the quality of a relationship still has to be done. Furthermore, the existing research has largely focused either on the role of SRM with regard to NPD performance or on knowledge transfer and its impact on NPD performance. Research encompassing these two important aspects of the NPD process is still lacking. Thirdly, our study expands the field of research beyond the automotive industry, by focusing on consumer product industry. Lastly, how SRM affects knowledge transfer and in turn NPD performance has yet not been researched. Our findings confirm the positive relationship between relationship quality, knowledge transfer and NPD performance. Managing supplier relationships leads to a higher quality relationship which contributes to the performance of NPD projects. Secondly, a total of thirteen constructs have been identified to be decisive for the quality of a relationship. These constructs act on either an individual or organizational level. Our study underlines the importance of supplier relationship management in a NPD context and the developed research model can be used to predict the performance of a NPD project by measuring the quality of the relationship between buyer and supplier on these thirteen constructs

A focus on quaiity: A priority in shaping higher education policies in the Nordic countries and in Poland

Jakość jest postrzegana jako standard nowoczesności nie tylko w sferze przemysłu i biznesu, ale wkroczyła z całym impetem także w dziedzinę edukacji, w tym do sektora szkolnictwa wyższego. Rynkokratyczny porządek współczesnego świata, utowarowienie wiedzy, kapitalizm akademicki i nowy paradygmat zarządzania w sektorze publicznym - wszystko to prowadzi nieodwołalnie do nadania jakości w szkolnictwie wyższym szczególnej rangi. Widać to wyraźnie w procesach instytucjonalizowania kwestii zapewniania jakości podejmowanych od dawna w Europie, a od niedawna też w Europejskim Obszarze Szkolnictwa Wyższego. Artykuł stanowi próbę syntetycznego i temporalnego ujęcia praktyki kontroli i zapewniania jakości w sektorze szkół wyższych w krajach nordyckich i w Polsce. Głównym celem zaprezentowanych w nim rozważań jest jednak zwrócenie uwagi na kwestię manifestowania i promowania kultury jakości w szkolnictwie wyższym. W centrum uwagi autorów znalazły się m.in. rozdział między regulacjami zewnętrznymi a uwewnętrznionymi wartościami składającymi się na kulturę jakości oraz wykorzystanie w szkolnictwie wyższym projakościowego narzędzia stosowanego dotąd w zarządzaniu - Total Ouality Management (TQM).Ouality is perceived as a standard requirement in the modern world, not only in business and industry but also in education. Ouality has stormed its way into education Systems, notably the tertiary education sector. The marketocratic order of the modern world, the commoditisation of knowledge, the academic capitalism and the new paradigm of management in the public sector - all of them inevitably lead to a situation where quality receives special significance in higher education. This can be easily noticed in the processes of institutionalisation of quality assurance which have been occurring for a long time across Europę and, recently, also within the European Higher Education Area. The paper attempts to present a synthetic and temporal perspective on the practice of quality control and quality assurance in the higher education sector in the Nordic countries and in Poland. The main goal of the discussion is to zoom in on manifesting and promoting the culture of quality in higher education. Among other aspects, the authors focus on the divide between external regulations and internalised values which contribute to the culture of quality, and on the application of quality-supporting tool, Total Ouality Management (TOM), previously known mostly from management practices elsewhere

Total Quality Management: Bridging Theory to Practice

The purpose of this study was to evaluate the practice of Total Quality Management (TQM) in an organizational culture using Deming\u27s System of Profound Knowledge (1993) as a construct that combines the philosophical and methodological dimensions of TQM. As with TeleServices Resources (TSR), the evaluative case study subject for this research, organizations worldwide have adopted TQM to establish a culture that would make them more capable of producing quality products and services. Many of these efforts never realized their potential. My premise for this study is that the potential of their efforts are not fully realized, because organizations do not have the perspective or framework to evaluate their own progress. This research combined the four dimensions of the System of Profound Knowledge with the Fourth Generation Evaluation (Guba & Lincoln, 1989) methodology, a process of constructive inquiry, to evaluate the inculcation of TQM at TSR. The four dimensions of the System of Profound Knowledge served as a template to guide the data collection and analysis process: Appreciation for a System, Knowledge about Variation, Theory of Knowledge, Psychology. Three data sources were triangulated to describe the current state relative to each dimension: employee interviews, document review, evaluator observations. These constructed realities were acknowledged and negotiated for understanding, revision and consensus among and between a cross section of representatives from each of three levels: executive management, middle management, agents and supervisors. The conclusions in bridging TQM theory to practice in this case study evaluation reflected that, although significant quality initiatives had been put into place with some measured results, TSR had not optimized the potential of TQM to fully inculcate the qualitative ideas and quantitative methods as represented in the four dimensions of the System of Profound Knowledge. The recommendations provided additional thoughts and strategies to continue to derive TQM\u27s potential by encouraging TSR to not abandon their investment, to follow through on their efforts to date and to reaffirm TQM as a viable corporate initiative in accomplishing strategic objectives. This work provided an evaluative framework for organizations and future researchers to reflect and to build on TQM\u27s potential to establish an organizational culture that optimizes resources and fosters collaboration among stakeholders in the creation of quality products and services