Total Quality Management in Action

285 Pages·1996·8.959 MB·English

by  Geert de Raad (auth.), Gopal K. Kanji (eds.)

Total Quality
Management
in Action
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Total Quality
Management
in Action
Edited by
Gopal K. Kanji
Head of the Centre for Quality and Innovation
Sheffield Hallam University
Sheffield
UK
Organized by the
Centre for Quality and Innovation
Sheffield Hallam University
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First edition 1996
© 1996 Chapman & Hall
Softcover reprint of the hardcover 1 st edition 1996
© Chapter 3 Joiner Associates Inc.
© Chapter 13 John MacDonald
ISBN-13: 978-94-010-7188-8 e-ISBN-13: 978-94-009-1543-5
DOl: 10.1007/978-94-009-1543-5
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Library of Congress Catalog Card Number: 96-S4769
8
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CONTENTS
Preface ix
PART ONE TQM Principles and Practice
The European Foundation for Quality Management: latest developments
G. de Raad 3
2 Creating robust product and process design
H.J. Bajaria 9
3 Leadership in the 21st century
B.L. Joiner 18
4 The system works .. only through co-operation
J. Carlisle 28
5 A strategy for nurturing a culture of continuous improvement
T.G. Wheeler and R. W. Wells 40
6 T I Europe -"Strategies for Excellence"
D. Antcliffe 50
7 Doing quality from the middle: the Sheffield experience
D. Gilks, J. Grogan, D. Miller; A. Nash, D. Patmore and A. Tomes 61
8 Quality deployment in the service sector
J.J.E. Swaffield, D. Graham, P. McBeth and J. Dotchin 72
9 Onwards and upwards -building on business excellence
T.w. Boon 82
10 Achieving excellence in small and medium sized enterprises
A. Dodd and M.J. Pupius 86
II Overcoming the barriers to TQM
D.S. Morris and R.H. Haigh 92
12 Planning for excellence
A. Liston 102
13 Forget managing change -get back to managing the business
J. MacDonald 108
PART TWO Community and Education 115
14 Principles of quality in the community
J.Marsh 117
vi Contents
15 Quality management systems in HEIs in the UK: an empirical study
N. Narasimhan 122
16 Implementation of a holistic quality concept at a university as a tool
for increasing efficiency and effectiveness
M. Carlsson 126
17 An evaluation of the introduction of TQM in Castle junior school
P. Murgatroyd 134
18 Assessing service quality in charity and voluntary organisations
E. Vaughan. E. Shiu and M. Donnelly 138
PART THREE The Role of Self Assessment 143
19 Converting an internal audit into a positive process
G.D. Beecroft 145
20 Integrating quality and business planning using a self assessment
matrix
A. Brown and T. van der Wiele 148
21 Driving commitment to business excellence through self-assessment
S.A. Black 153
22 The use of the European business excellence model as a business
planning tool by an NHS trust
H. Walshaw 157
22a Is the business excellence model applicable in the UK public sector?
D.M. Read 161
PART FOUR International Comparisons 165
23 Material and scheme for continuous quality improvement in Catalonia
x. Tort-Martorell. P. Grima and A. Robert 167
24 Quality problems in Libyan industry
T.M.S. Tarbaghia and J. Betts 171
25 The origins of European quality
J.G. Roche 175
26 QC circle activities -Japanese and European way
H. Yui and G.K. Kanji 180
PART FIVE Enterprise and Industry 185
27 Self assessment in the small company environment
G. Wilson 187
28 Achieving culture change in an integrated steel works rolling mill
P.e. Dobson 192
29 Best practice implementation of Total Quality Management: multiple
cross-case analysis of manufacturing and service organisations
M. Terziovski. A. Sohal and D. Samson 196
Contents vii
30 Cultural change for survival
P.l. Hogg 200
PART SIX Quality Methods 205
31 The investors in people and total quality Venn diagram
H.M. Solomon 207
32 Are quality plans necessary in a total quality organisation?
M. Gibson 211
33 Business process re-engineering: a retrospective case study
LR.P. Reavill 215
34 Implementation of total productive maintenance in support of an
established total quality programme
R. McAdam and A. Duffner 219
35 Achieving contractual requirements and a TQM approach
M.J. Cook 225
PART SEVEN Continuous Improvement Process 229
36 Why is it sometimes so hard to implement process capability studies?
M. Deleryd 231
37 Has TQM really taken advantage of the IT revolution?
A.M. Pybus 235
38 TQM in financial services: an empirical study of best practice
D. Longbottom and M. Zairi 242
39 The implementation of Total Quality Management in small and
medium enterprises
1.D. Lancaster 255
PART EIGHT Quality Measurement 261
40 Adapting the SERVQUAL scale and approach to meet the needs of
local authority services
M. Donnelly, E. Shiu, 1.F. Dalryulpe and M. Wisniewski 263
41 Improving the dissemination of SERVQUAL by using magnitude scaling
M.C. Hart 267
42 Business improvement programmes: measuring process
in the Times top 500
1.M. Banks and c.L. Stone 271
43 Cultural changes in functional deportment
K.A. Eaton 275
44 Customised interviewing: a research revolution
1. Kiernan 279
Index of contributors 289
PREFACE
Following the very successful First World Congress for Total Quality Management in
Sheffield last year, let me welcome you once again to the Second Quality Conference
organized by the Centre for Quality and Innovation at Sheffield Hallam University. The
theme for our 1996 conference is 'TQM in Action' and we have focused on the practical
aspects of TQM, including the challenges, the pitfalls, the techniques, the benefits etc.
In this book, leading experts from various parts of the world have provided real opportunities
to share best practice and the experiences of world class quality activities, operating in public
and private sectors, manufacturing, service industry, education and local government.
As last year, we are also very proud to include the second British Deming Memorial lecture
which will be presented by Dr Brian L. Joiner, on the theme of 'Leadership in the 21st.
Century'.
Papers for this conference have been categorised according to different aspects of TQM. They
include:
1 principle of practices of TQM
2 community and education
3 the role of Self Assessment
4 international comparisons
5 enterprise and industry
6 quality methods
7 continuous improvement process
8 quality measurement
I would very much like to thank all the conference delegates, speakers and organisations for
their generous contributions without which there would be no 'TQM in Action' conference.
A very sincere welcome to you all and I wish you a fruitful and enjoyable stay in Sheffield.
PART ONE
TQM Principles and Practice
1
The European Foundation for Quality
Management: latest developments
Geert de Raad
Secretary General, European Foundationfor Quality Management
Avenue des Pleiades 15
Brussels, B-1200, Belgium
Tel: [phone] Fax: [phone]
The history of the current Model
When Japan started to rebuild its economy in the late 1940s, Deming and Juran introduced their
global management approach and related tools. As early as 1951 they created the Deming Prize,
the first Quality Management Award, as a way to promote the concept. It was not until the 1980s
that awareness of total quality as a management method increased in the US, leading to the
Baldrige Award in 1987.
Because these economies were applying management philosophies and techniques which were
more effective in terms of cost, cycle time, quality of products and services, European business
began to lose ground. A number of European companies reacted in isolation. Then, some of them
became progressively aware that to ensure the prosperity of our economy in the years and decades
to come, localised and necessarily limited changes would not be enough. The economic world of
today is made up of closely interdependent businesses in which the good or poor quality provided
by any supplier in terms of cost, delivery or performance has a dirtlct influence on the satisfaction of
the end customer -the customer whose freedom of choice is widened by the fierce competition we
experience today.
As a result, 14 leading European companies decided in 1988, encouraged by Mr Jacques Delors, at
the time President of the European Commission, to create the European Foundation for Quality
Management (EFQM), the objective of which is to create conditions to enhance the position of the
European economy, by:
• supporting the management of European organisations in accelerating the process of
making quality a decisive factor for achieving global competitive advantage
• stimulating and assisting all organisations throughout Europe to participate in improvement
activities leading ultimately to excellence in customer satisfaction and overall performance.