Selecting quality management and improvement initiatives: case studies of industries in Thailand

Many organisations invest a considerable amount of capital and resources, implementing new techniques to improve their operating performance. Many approaches and techniques are available. New fashionable methods tend to displace older approaches, which may still have value. An effective strategy for selecting and implementing improvement initiatives is an important issue to ensure stakeholder satisfaction. This research aims to investigate quality management and continuous improvement practices, study and analyse several approaches leading to continuous improvement (CI), then construct a framework to assist senior management teams, by providing a decision aid for selecting improvement initiatives. Six key improvement approaches including Total Quality Management (TQM), Six Sigma, ISO9001, Business Process Reengineer (BPR), Lean production (Lean), Business Excellence framework (BE) were selected as the focus in this study. The research was carried out in three phases. Phase One established a conceptual background for the adoption of CI initiatives based on qualitative and quantitative studies of the literature. It described the two decision criteria of fashion setting and pay-offs. Phase Two provided empirical studies of the Quality Management (QM) approaches adopted in three case companies in Thailand. Different decision criteria for the selection of CI approaches were identified from these case studies, together with suggestions from fourteen quality experts and two additional case companies. In-depth analyses of each case study plus interviews with quality experts provided a context and guidance in development of the decision-aid framework for selecting CI approaches. Then in Phase Three the decision-aid framework was proposed, verified, and refined in testing with a multinational case company of four different plants in the Asia Pacific region and two groups of Small and Medium Size Enterprises (SMEs) using action research and assessment questionnaires. The primary outcome of this research is a decision-aid for selecting CI approaches, which demonstrated high utility in practice. The main contributions of this research are a decision-aid for selecting CI initiatives, which was developed and tested, and a number of advancements to the theory of QM and CI, the theory of management fashion, and the application of operations strategy in the QM context

Selecting quality management and improvement initiatives: case studies of industries in Thailand

Many organisations invest a considerable amount of capital and resources, implementing new techniques to improve their operating performance. Many approaches and techniques are available. New fashionable methods tend to displace older approaches, which may still have value. An effective strategy for selecting and implementing improvement initiatives is an important issue to ensure stakeholder satisfaction. This research aims to investigate quality management and continuous improvement practices, study and analyse several approaches leading to continuous improvement (CI), then construct a framework to assist senior management teams, by providing a decision aid for selecting improvement initiatives. Six key improvement approaches including Total Quality Management (TQM), Six Sigma, ISO9001, Business Process Reengineer (BPR), Lean production (Lean), Business Excellence framework (BE) were selected as the focus in this study. The research was carried out in three phases. Phase One established a conceptual background for the adoption of CI initiatives based on qualitative and quantitative studies of the literature. It described the two decision criteria of fashion setting and pay-offs. Phase Two provided empirical studies of the Quality Management (QM) approaches adopted in three case companies in Thailand. Different decision criteria for the selection of CI approaches were identified from these case studies, together with suggestions from fourteen quality experts and two additional case companies. In-depth analyses of each case study plus interviews with quality experts provided a context and guidance in development of the decision-aid framework for selecting CI approaches. Then in Phase Three the decision-aid framework was proposed, verified, and refined in testing with a multinational case company of four different plants in the Asia Pacific region and two groups of Small and Medium Size Enterprises (SMEs) using action research and assessment questionnaires. The primary outcome of this research is a decision-aid for selecting CI approaches, which demonstrated high utility in practice. The main contributions of this research are a decision-aid for selecting CI initiatives, which was developed and tested, and a number of advancements to the theory of QM and CI, the theory of management fashion, and the application of operations strategy in the QM context

Proceedings of the 8th International Conference on Energy Efficiency in Domestic Appliances and Lighting

At the EEDAL'15 conference 128 papers dealing with energy consumption and energy efficiency improvements for the residential sector have been presented. Papers focused policies and programmes, technologies and consumer behaviour. Special focus was on standards and labels, demand response and smart meters. All the paper s have been peer reviewed by experts in the sector.JRC.F.7-Renewables and Energy Efficienc

Assuming Data Integrity and Empirical Evidence to The Contrary

Background: Not all respondents to surveys apply their minds or understand the posed questions, and as such provide answers which lack coherence, and this threatens the integrity of the research. Casual inspection and limited research of the 10-item Big Five Inventory (BFI-10), included in the dataset of the World Values Survey (WVS), suggested that random responses may be common. Objective: To specify the percentage of cases in the BRI-10 which include incoherent or contradictory responses and to test the extent to which the removal of these cases will improve the quality of the dataset. Method: The WVS data on the BFI-10, measuring the Big Five Personality (B5P), in South Africa (N=3 531), was used. Incoherent or contradictory responses were removed. Then the cases from the cleaned-up dataset were analysed for their theoretical validity. Results: Only 1 612 (45.7%) cases were identified as not including incoherent or contradictory responses. The cleaned-up data did not mirror the B5P- structure, as was envisaged. The test for common method bias was negative. Conclusion: In most cases the responses were incoherent. Cleaning up the data did not improve the psychometric properties of the BFI-10. This raises concerns about the quality of the WVS data, the BFI-10, and the universality of B5P-theory. Given these results, it would be unwise to use the BFI-10 in South Africa. Researchers are alerted to do a proper assessment of the psychometric properties of instruments before they use it, particularly in a cross-cultural setting

Leading Towards Voice and Innovation: The Role of Psychological Contract

Background: Empirical evidence generally suggests that psychological contract breach (PCB) leads to negative outcomes. However, some literature argues that, occasionally, PCB leads to positive outcomes. Aim: To empirically determine when these positive outcomes occur, focusing on the role of psychological contract (PC) and leadership style (LS), and outcomes such as employ voice (EV) and innovative work behaviour (IWB). Method: A cross-sectional survey design was adopted, using reputable questionnaires on PC, PCB, EV, IWB, and leadership styles. Correlation analyses were used to test direct links within the model, while regression analyses were used to test for the moderation effects. Results: Data with acceptable psychometric properties were collected from 11 organisations (N=620). The results revealed that PCB does not lead to substantial changes in IWB. PCB correlated positively with prohibitive EV, but did not influence promotive EV, which was a significant driver of IWB. Leadership styles were weak predictors of EV and IWB, and LS only partially moderated the PCB-EV relationship. Conclusion: PCB did not lead to positive outcomes. Neither did LS influencing the relationships between PCB and EV or IWB. Further, LS only partially influenced the relationships between variables, and not in a manner which positively influence IWB

Integrating TQM methods with corporate strategy: A source of sustainable competitive advantage.

This thesis presents the outcome of an investigation into the incorporation of Total Quality Management (TQM) methods with a firm's corporate strategy as a means of achieving a sustainable competitive advantage. The research study was carried out in an effort to bring to the fore the importance and relevance of TQM within the context of strategy formulation and implementation within the service'industry in Trinidad and Tobago.This research adopted an (integrated approach to the research methodology) Questions and objectives were explored through the administration of 180 questionnaires of which 150 were completed and 97 semi structured interviews. A comprehensive literature review was conducted on the major concepts being explored (TQM, management philosophies, principles and practices, strategy, sustainability and competitive advantage). Additionally, the Deming Prize, Malcolm Baldrige National Quality Award and the EFQM Excellence Model were examined in some detail and later formed the basis of the author's TQM Six Senses Model (The Six Senses Model). The Six Senses Model was then validated via two focus groups and comparison with four existing models.Data collected from the interviews with employees at the six organizations which participated in the study revealed that although TQM methods had not been implemented in the respective firms, employees were optimistic that the Six Senses Model could be successfully adopted and implemented. Furthermore, the findings from the companies provided new insights on employees' attitudes towards the adoption and implementation of quality based initiatives.The Six Senses Model is based on integration among the following constructs: i. Top management's core functions; ii. Stakeholders; iii. TQM Success Factors; iv. The Process of Integration; v. Implementation, and; vi. TQM Strategic Outcomes. An organization that contemplates embarking on the TQM journey with the expectation of achieving a sustainable competitive advantage can use The Six Senses Model as a "roadmap" in its quest to improve the way business is conducted. Through successful implementation of the Six Senses Model within the service industry, perhaps there can be scope for a National Quality Award and subsequently a regional award