Tesi: "Total Quality Management (TQM)"

1

Wilson, Marya L. "Total quality management (TQM) at the University Centers". Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006wilsonm.pdf.

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Kandampully, Jaya Anand. "Total quality management through continuous improvement in service industries". Thesis, University of Exeter, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.294482.

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3

Zhang, Zigang. "Quality management for Chinese construction". Thesis, University of Salford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366064.

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4

Flores-Molina, Jose C. "A Total Quality Management Methodology for Universities". FIU Digital Commons, 2011. http://digitalcommons.fiu.edu/etd/375.

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This research document is motivated by the need for a systemic, efficient quality improvement methodology at universities. There exists no methodology designed for a total quality management (TQM) program in a university. The main objective of this study is to develop a TQM Methodology that enables a university to efficiently develop an integral total quality improvement (TQM) Plan. Current research focuses on the need of improving the quality of universities, the study of the perceived best quality universities, and the measurement of the quality of universities through rankings. There is no evidence of research on how to plan for an integral quality improvement initiative for the university as a whole, which is the main contribution of this study. This research is built on various reference TQM models and criteria provided by ISO 9000, Baldrige and Six Sigma; and educational accreditation criteria found in ABET and SACS. The TQM methodology is proposed by following a seven-step meta-methodology. The proposed methodology guides the user to develop a TQM plan in five sequential phases: initiation, assessment, analysis, preparation and acceptance. Each phase defines for the user its purpose, key activities, input requirements, controls, deliverables, and tools to use. The application of quality concepts in education and higher education is particular; since there are unique factors in education which ought to be considered. These factors shape the quality dimensions in a university and are the main inputs to the methodology. The proposed TQM Methodology is used to guide the user to collect and transform appropriate inputs to a holistic TQM Plan, ready to be implemented by the university. Different input data will lead to a unique TQM plan for the specific university at the time. It may not necessarily transform the university into a world-class institution, but aims to strive for stakeholder-oriented improvements, leading to a better alignment with its mission and total quality advancement. The proposed TQM methodology is validated in three steps. First, it is verified by going through a test activity as part of the meta-methodology. Secondly, the methodology is applied to a case university to develop a TQM plan. Lastly, the methodology and the TQM plan both are verified by an expert group consisting of TQM specialists and university administrators. The proposed TQM methodology is applicable to any university at all levels of advancement, regardless of changes in its long-term vision and short-term needs. It helps to assure the quality of a TQM plan, while making the process more systemic, efficient, and cost effective. This research establishes a framework with a solid foundation for extending the proposed TQM methodology into other industries.

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Yiu, Chung. "Application of TQM in Hong Kong Government /". Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18836379.

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6

Rampa, SH. "A customised total quality management framework for schools". University of South Africa Press, 2010. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1001183.

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Abstract Research has revealed that many of the historically disadvantaged schools in South Africa experience difficulty in implementing policies aimed at restoring the quality of teaching and learning. The difficulty has been attributed to several factors such as poor conceptualisation and implementation of quality management systems at school level. This article reports on empirical research that investigated the possibility of applying Total Quality Management principles in schools for the purpose of restoring the culture of learning and teaching. Data was collected through qualitative and quantitative methods in selected schools situated in the Tshwane North District. The findings revealed that there is a gap between what is provided in the policy framework on the management of quality teaching and learning. It is recommended that in order to fill the gap, schools need to apply customised principles of Total Quality Management. The primary aim of this research was to develop such an integrated framework that is not only theoretically sound but that has been customised for schools’ contexts and conditions.

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Xu, Qi. "The making of total quality management (TQM) : a supplementary examination". Thesis, Durham University, 1997. http://etheses.dur.ac.uk/980/.

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8

Abohimed, Bader. "Identifying some management approaches to total quality management (TQM) within industrial organizations". Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001abohimedb.pdf.

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9

Al-Raisi, Abdullah M. "The feasibility of introducing Total Quality Management into Oman Telecommunication Company (OMANTEL)". Thesis, Sheffield Hallam University, 2000. http://shura.shu.ac.uk/19257/.

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Total Quality Management (TQM) and the issues relating to its implementation have been widely discussed and debated in the business and management literature during the last few years, particularly in the West. The implementation of TQM principles, concepts and methods in an organisation has been regarded as a real movement towards transforming its culture and improving its management processes and the quality of its services and products. Nevertheless, available data on TQM implementation within the context of the developing countries are limited or mainly focused on the manufacturing sector. Little research has been carried out on the subject within the service sector, particularly within the telecommunication sector. The issues relating to TQM implementation in this study are investigated within the context of a developing country; namely Oman; more particularly, within the context of the Omani telecommunication sector. Against this background, this study examines the feasibility of introducing TQM into Oman Telecommunications Company (OMANTEL). The study provides an analysis and assesses the extent to which there is a need for TQM implementation in OMANTEL, and the extent to which the company's internal environment is compatible with the tenets of TQM. The study is based on both secondary and primary data analysis. The secondary data are used to delineate the underpinning principles, methods, tools and techniques of TQM and to offer a background to the organisation under investigation. The secondary data were obtained through a survey of TQM literature and the archival data relating to OMANTEL. The primary data were obtained through an empirical study by questionnaire and conducting several interviews within OMANTEL. The primary data obtained are presented to manifest the extent to which it is feasible to introduce TQM in OMANTEL and to offer recommendations that would enhance this feasibility. The secondary data analysis reveals that there are several emerging trends in the Omani telecom sector that entail some changes in OMANTEL. The secondary data analysis reveals that TQM has much to offer to OMANTEL in order to meet those emerging trends. The primary data analysis reveals that there is a limited knowledge and understanding amongst OMANTEL's personnel of TQM and that there is a significant need for TQM implementation in OMANTEL. The primary data analysis reveals that there are some barriers that could be encountered in implementing TQM in OMANTEL; nevertheless, there are some driving forces that could facilitate this implementation. The primary data also reveals that the internal environment of OMANTEL is conductive to implementing the elements, concepts and principles of the proposed TQM framework.

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Al-Zomany, Yasser M. A. "The acceptability of Total Quality Management in the Islamic culture of Yemen". Thesis, University of the West of England, Bristol, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.249413.

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11

Mistry, Virendra. "Motivation and quality management in academic library and information services". Thesis, University of Sheffield, 2001. http://etheses.whiterose.ac.uk/3500/.

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As management fashions go, few have been more pervasive than Quality Management Systems (QMS) like Total Quality Management (TQM) and BS EN ISO 9000 (ISO 9000). Their prominence was fuelled by a mixture of ideological and economic considerations as, by the early to mid-1990s, many organisations were keen to indicate that they were active participants of the `quality revolution'. The exponential growth of interest in QMS was reflected in the library literature although only a small percentage of academic library and information services (LIS) subscribed to the systems. The thesis examines the relationship between QMS and motivation in such organisations. It ventures beyond the benign vision of the `quality gurus' by critically considering the relevance QMS might have for understanding contemporary developments within the organisation and management of academic LIS. The investigation determined that the quality of implementation is a key factor. In addition to senior management commitment, staff are motivated to QMS if there are accompanying changes in communication and training. The more successful LIS were those that did not treat staff as if they were barriers to change, but involved them in the process of implementation. While there were many stated improvements it was discovered that many of the `new' practices within the QMS LIS were not dissimilar to many of the initiatives in their non-QMS LIS counterparts. The investigator identified factors that also limit QMS as a framework for motivation and posits that the crux of the problem can be traced to the concept of `quality' itself. As a self-evident good, workers become morally bound to quality, which enhances their own exploitation. There was evidence that managers can use this legitimating device to quell resistance, via peer pressure, and instil cultural homogeneity.

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Ahmed, Syed Mahmood. "An integrated total quality management (TQM) model for the construction process". Diss., Georgia Institute of Technology, 1993. http://hdl.handle.net/1853/21543.

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Boloko, Titus Machuene. "An evaluation of total quality management in the chemical industry / Titus Machuene Boloko". Thesis, North-West University, 2009. http://hdl.handle.net/10394/4778.

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Globally, there are great efforts made by organisations to improve effectiveness and systems to remain competitive in ever-changing business markets. Total quality management (TOM) has become a philosophy that most companies adopt once they reach a state where it would like to have a system where all efforts are made to satisfy customers or add value to customer experiences. An investigation was done at a South African chemical company to ascertain if important philosophies (continuous improvement, customer focus and winning with people) of TOM, which are found to be related to some of the company values, are taken seriously at all levels of the company. The company received a number of complaints from customers about the quality of service and goods supplied and it is of utmost importance to investigate if the concept of TOM is practiced effectively by this company since the implementation of the TOM programme. The study conducted has shown that the company understands the concept of quality and the impact of quality on customer satisfaction. TOM is useful when it is implemented at all levels in a company and was indeed found to be implemented on all company levels in this company. Management support, employee improvement, employee empowerment, process improvement, training and development, cleanliness and organisation, teamwork as well as customer focus are the TOM practices that were found to be highly rated within the company. Responses showed that management communication should be improved to ensure that everyone in the organisation is fully informed about all developments. From the results, it was concluded that the foundation of effective TOM is being practiced by the company except in a few minor cases and, therefore, more focus should be placed on those cases.
Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010

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Johnston, Larry Wayne. "The TQM coordinator as change agent in implementing Total Quality Management". Thesis, Monterey, California. Naval Postgraduate School, 1989. http://hdl.handle.net/10945/27312.

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Lourenço, Caio Marcelo. "Relacionamentos existentes entre a Total Quality Management (TQM) e Cultura Organizacional". Universidade de São Paulo, 2017. http://www.teses.usp.br/teses/disponiveis/18/18157/tde-08052017-113255/.

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O propósito deste trabalho é identificar, através da investigação de estudo de caso, como as características culturais melhor se relacionam a cada um dos princípios do TQM. Nas últimas décadas, a gestão da qualidade passou por uma mudança singular. Pela primeira vez, a diretoria executiva das empresas começou a demonstrar interesse por esta matéria. Sob o título de Total Quality Management (TQM), a gestão da qualidade passou a apresentar importância estratégica para as organizações. Como consequência, princípios gerenciais integraram a gestão da qualidade aumentando a relevância da Cultura Organizacional. Entretanto, apesar do reconhecimento acerca da importância do papel da Cultura Organizacional, faltam estudos que examinem profundamente os relacionamentos existentes entre Cultura Organizacional e gestão da qualidade. A partir de uma revisão sistemática sobre a interface entre gestão da qualidade e Cultura Organizacional foram identificadas como as abordagens mais utilizadas o Competing Values Framework (CVF) e as Dimensões Culturais de Hofstede. Desse modo, foi estabelecido o estudo de caso como procedimento técnico de abordagem qualitativa, a fim de buscar por resultados aprofundados. Como resultado foram constatadas divergências a partir comparações das Dimensões Culturais entre os ambientes escritório/fábrica e os quatro níveis hierárquicos. Evidenciando a existência de subculturas na empresa. Por fim, apresentou-se os relacionamentos observados entre cada um dos sete princípios do TQM e as Dimensões Culturais. Este trabalho contribui para propor novas perspectivas e insights a fim de elucidar as relações entre cultura e gestão da qualidade.
The purpose of this study is to indentify, through case study research, how cultural characteristics relate to each of TQM elements. In the last decades quality management went through a singular change, for the first time the executive board began to demonstrate concern about this quality. Under the title of Total Quality Management (TQM) the quality management started to present strategic importance for organizations. As a consequence, managerial elements became part of quality management, increasing the organizational culture relevance. Nevertheless, despite the knowledge about the importance of organizational culture role, there are few studies that examine deeply the links between organizational culture and quality management. From a systematic review on the interface between quality management and organizational culture we identified that Competing Values Framework (CVF) and Hofstede\'s cultural dimensions are the most common methods. Thereby, the case study was established as a technical procedure of qualitative approach, in order to search deeper results. As a result differences were found on Cultural Dimensions comparisons between office/factory environments and four hierarchical levels. Evidencing the subcultures existence at the company. Finally, the relationships observed between each of the seven TQM principles and the Cultural Dimensions were presented. This research contributes to propose new perspectives and insights in order to elucidate the relationship between culture and quality management.

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Doherty, William. "Assessment and self-assessment of total quality management in organisations using knowledge-based techniques". Thesis, Queen's University Belfast, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.318764.

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Joss, Richard. "An evaluation of total quality management projects in the National Health Service". Thesis, Brunel University, 1998. http://bura.brunel.ac.uk/handle/2438/1393.

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This thesis sets out to account for the relative failure of Total Quality Management (TQM) experiments installed in the NHS between 1990 and 1994. In the study, only two NHS pilot sites in a large sample of hospitals and community services were found to have made significant progress on implementing TQM. Whilst most of these TQM sites made more progress on structured quality improvement than a group of non-TQM NHS quasi-controls, all were outperformed by two commercial TQM companies in the sample. The analysis is based on 850 semi-structured interviews carried out with a wide range of staff as well as documentary analysis, non-participant observation, and feedback workshops at selected sites. In accounting for the results, the thesis tests eight propositions about the application of rationalistic private sector models of change to a complex public sector organisation like the NHS. The analysis demonstrates the limitations of such approaches when they are not adapted to take account of the technical, systemic and behavioural differences between the two sectors. It can also be said that funding for the NHS experiments, whilst substantial, was an order of magnitude lower than that in the commercial companies. Similarly, support both centrally and locally in the NHS was not sufficient to provide for rigorous pre-planning and monitoring of progress. Numerous other changes being made at the same time were mostly incompatible with TQM principles and hindered progress on coherent change. Leadership commitment to, and understanding of, TQM was much weaker in the NHS than in the commercial companies. The requirement to move towards collective, userdefined, measures of quality met with opposition from staff groups who were used to their own individualistic and professional conceptions of quality. This led to NHS TQM sites being unable to demonstrate the organisation-wide changes that are said to be hallmarks of TQM.

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Ferndale, Clint, e n/a. "The true worth of TQM to Army - a model for TQM in the Australian Army : prophecy of fallacy?" University of Canberra. Management, 1990. http://erl.canberra.edu.au./public/adt-AUC20060710.104131.

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The philosophy of Total Quality Management (TQM) is relatively little known in Australia, and does not feature at policy level in the Australian Army. It has, however, been adopted by the US Department of Defense (US DoD) and the Royal Australian Air Force (RAAF), and is being investigated by the Royal Australian Navy (RAN). TQM is analyzed as a theory and as an organizational concept. This is supported by extensive analysis and case studies from US and Australian organizations. The public and private sector organizations examined provide indications of the worth of TQM, guidance for planning and implementation, and the facility to learn from the experiences of others. TQM cannot be undertaken without detailed, organizationally specific preparation and requires pro-active support from the highest level of the organization. This paper examines the TQM philosophy and the Australian Army and proposes a model for the development of TQM as an integral part of the organizational function of the Army. The emphasis is on general management, the level that has the responsibility for structuring and managing the Army in support of all Army functions. Research conducted by elements of the US DoD is analyzed to indicate applicability to the future requirements of the Australian Army. The paper argues that general management in the Australian Army has been affected by organizational changes over time. A management philosophy is now needed that will support, into the 21st Century, the values and roles required by the Army. TQM provides such a basis, and the proposed TQM Development Model provides in turn a sound basis for further examination of TQM by the Army.

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Ma, Hok-hon Leonard. "Evaluation and implementation of service quality (TQM) in (Royal) Hong Kong Police /". Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18837001.

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Goh, Phaik Lan. "The implementation of total quality management in small and medium enterprises". Thesis, University of Sheffield, 2000. http://etheses.whiterose.ac.uk/3497/.

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Oakland (1989b) argues that following the Industrial Revolution in the 19th century we are presently in the midst of the quality revolution. In the United Kingdom quality took on a new significance in 1979 with the publication of the British Standard for Quality BS5750. Since that date the Department of Trade and Industry (DTI) has been actively promoting quality improvements. In 1989, the DTI specially supported the implementation of Total Quality Management (TQM) in its Managing in the `90s Program. The benefits of TQM are widely recognised following reports of its successful implementation in many large companies. It has led to these companies becoming highly competitive both locally and internationally through the production of quality products that meet customer requirements at the lowest cost, significantly increasing their market share and profitability. As part of the Sheffield Regeneration effort, this thesis examines the current position of Small and Medium manufacturing Enterprises (SMEs) in Sheffield. The thesis aims to facilitate the implementation of TQM in SMEs by enabling them to benchmark their progress. The thesis examines three hypotheses: 1. SMEs do not understand the definitions or implications of TQM. 2. SMEs can be encouraged to implement TQM by a combination of training and mentoring (Uncle Concept). 3. It is possible to benchmark management styles and the relative position of a company on route to TQM using the biological classification system, Cladistics. The characteristics of SMEs and principles of TQM were closely researched to develop a TQM model based on 5 Pillars that would specifically cater to the needs of SMEs. A questionnaire was developed based on these 5 Pillars to assess the level of TQM implementation in 30 Sheffield and 10 Singapore manufacturing SMEs. The survey results based on interviews with senior management confirmed the first hypothesis that SMEs do not understand the definitions or implications of TQM. This led to the second hypothesis that SMEs can be encouraged to implement TQM through a Framework comprising a combination of training and mentoring (Uncle Concept) by a company that had already implemented TQM. The TQM Framework was applied to six SMEs in South Yorkshire. Customer and Employee surveys conducted as the prerequisite to TQM implementation provided valuable information to the companies about actions they needed to undertake in their implementation programme. All six companies proceeded to TQM Facilitator Training which was conducted by Avesta Sheffield Limited, who having successfully implemented and sustained TQM fulfilled the role of the Uncle. However, the second hypothesis was proved to be incorrect. The companies ‘cherry picked' facets of TQM and the implementation programs failed in each case. This thesis also reviews the evolution of management styles through a study of management pioneers and their principles and theories on management, organisation structures and motivation. The evolution of the bureaucratic, authoritarian and impersonal management style of Frederick W. Taylor to the flexible, open and participative management style of TQM was applied to the classification technique Cladistics to determine if it was possible to benchmark management styles and the relative position of a company along its route to TQM (Hypothesis 3). A Management Style Survey Questionnaire was developed and a structured interview was conducted with ten companies from South Yorkshire and one company from Japan. The results supported Hypothesis 3.

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Nitek, Kevin W. "Americas [sic] automotive competitiveness and TQM". Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998nitekk.pdf.

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Gundogan, Mete. "An implementation model of a quality management information scheme for cellular manufacturing environments". Thesis, Cranfield University, 1995. http://dspace.lib.cranfield.ac.uk/handle/1826/4181.

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As today's global competition grows in manufacturing industries companies are forced to work smart in all areas of operations, starting with suppliers and ending with customers. This competition in general requires firms to improve market responsiveness, product quality, use computerised information systems for production planning and control, have more rapid changeovers, reductions in setup times, work-in-progress reduction and hence throughput time reduction. In order to accomplish these formidable tasks, there are a number of management philosophies available for manufacturing companies. These include just-in-time, flexible manufacturing systems, computer integrated manufacturing, total quality management, concurrent engineering. Implementation of these philosophies, however, requires mass mobilisation encompassing many areas of operations such as production, sales and marketing, suppliers, finance, customer servicing, product design and method engineering, maintenance, personnel and training, etc. This thesis details a study which evaluates the total quality management philosophy in cellular manufacturing environment. Following this evaluation, a quality management information scheme, which is structured and integrated, has been produced using the Manufacturing Systems Analysis and Design Method. In order to manage smoothly this mobilisation and incorporate the scheme to other integrated functional areas, a new approach namely the Activity Based Implementation (ABI) has also been produced. Justification of the model from various points of view has shown that the model is expected to address a considerable gap in the area concerned. The model was designed to be used as an integrated part of a system or as a stand-alone scheme by quality practitioners, the management board of organisations implementing TQM and quality management researchers.

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Lilly, John. "The complex relationship between quality assurance interventions and effective school improvement". Thesis, University of Oxford, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365541.

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Han, Wen-Jen. "A dynamic model for international strategic total quality in the electrical and electronic industry". Thesis, University of the West of Scotland, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.360234.

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Davidson, Anthony Richard. "Assessing the presence of total quality utilising a novel examination of selected performance factors". Thesis, City University London, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.287636.

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Taylor, Stephen Adam. "Work and autonomy : case studies of clerical work". Thesis, Durham University, 1995. http://etheses.dur.ac.uk/1512/.

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Gorst, Jonathan Keith. "Modelling customer satisfaction in service industries". Thesis, Sheffield Hallam University, 2000. http://shura.shu.ac.uk/19707/.

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This research considers a Customer Satisfaction Index approach and its relative benefits to the UK community. It is focussed on the service industries in both the public and private sectors. It looks at, and develops the measuring and modelling processes involved and employs a Structural Equation Modelling (SEM) methodology. The research critiques two of the leading methodologies currently available (Maximum Likelihood and Fixed Point Estimation) before selecting one from which to model the whole process. Throughout the research, three different structural models are considered. These vary in how the different latent variables are connected together, but are based around a core of specific latent variables, which together make up a customer's total buying experience. Two of the models considered were by other authors, while the third (Sheffield Model) was a direct development of this research. The data has been collected by the means of a questionnaire. Over the life of the research a generic questionnaire has been developed to produce a tool that is focused on the specific issues that the model requires for it to operate. The final part of the research contemplates how a company can use the results of the index to pin point where improvements in their customer service provision would have the largest impact on their overall customer satisfaction index score. The research considers the different aspects of customer satisfaction and their place within a Total Quality Management approach. However, the index is a completely self-contained product, which allows any company to measure how well it is satisfying its customers. The index calculates an index score between one and one hundred. The ultimate aim of the index is for a company's score to be compared over time, against other companies within the same industry, against other companies from other industries, against the national average and even against company's throughout Europe and the World, as National Indices operate overseas. In fact, it is envisaged that the index will act as a way for individual companies to benchmark themselves against the best customer service companies in the world. It is hoped that over time the customer satisfaction index can become a key indicator as to the state of the UK economy. After all, satisfied customers are very often loyal customers, they tend to buy more, more often, and satisfied customers are often willing to pay premium prices for a company's products (Kristensen & Martensen, 1996).

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Reed, Deborah M. "An investigation into the applicability of self assessment against the business excellence model within UK public sector organisations". Thesis, University of the West of England, Bristol, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.361372.

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Al-Omair, Ibrahim. "The feasibility of introducing the concepts of TQM into the Saudi Arabian public sector". Thesis, Sheffield Hallam University, 2000. http://shura.shu.ac.uk/19254/.

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Total Quality Management (TQM) and the implementation of its concepts and methods have been seen as to provide a promising way to improve management processes and building high quality products and services. Accordingly, during the past three decades many organisations have implemented TQM and its concepts as a way for improving their management processes and quality of services, and as a way for gaining competitive advantages. This research has made an attempt to study TQM implementation within the context of Saudi Arabia's public sector. The research examined the extent to which there was a need in the Saudi public sector for TQM implementation, and the extent to which the environment of the Saudi public sector was compatible for its implementation and for practising its concepts and methods. To attain the objectives of the research and to test the possibility of implementing TQM in the Saudi public sector, two types of data were gathered; namely, secondary and primary data. As a result, the research is based on both secondary and primary data analysis. The secondary data aims to manifest the notion of TQM and its principles, the approaches and concepts of quality management "gurus"; the differences between the public and private sectors; and the barriers to TQM implementation, with a particular reference to the public sector. Along with the secondary data, a generic model for TQM implementation in the Saudi public sector is proposed and a background to the Saudi public sector and the Ministry of Interior is provided. The results of the secondary data reveal that there is no an agreed or specific model in the literature offered by quality experts for TQM implementation, and that there are some critical issues in the Saudi Public Sector that need to be addressed in order to improve its management performance. The primary data, which was gained through a survey mode of inquiry within the Ministry of Interior, examines the compatibility between the Saudi public sector's environment with TQM's concepts and the extent to which there is a need for TQM implementation in the Ministry of Interior and the Saudi public sector in general. The primary data was gained through a questionnaire designed by the researcher encompassing the principles and elements of the proposed implementation model. The findings of the primary data and analysis reveals that the environment of the Ministry of Interior, with its current management systems and procedures, is inconsistent with the requirements demanded by TQM, and that it would need some modifications in order to implement TQM successfully. Based on the results of the above data, a number of findings, conclusions, and recommendations are provided, which should help to contribute to a successful implementation of TQM in the Saudi public sector.

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Brown, William Andrew. "A study of the barriers to institutionalization of Total Quality Management (TQM) in the Department of Defense acquisition process". Thesis, Monterey, California : Naval Postgraduate School, 1990. http://handle.dtic.mil/100.2/ADA245368.

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Thesis (M.S. in Management)--Naval Postgraduate School, December 1990.
Thesis Advisor(s): Lamm, David V. Second Reader: Matsushima, Rodney. "December 1990." Description based on title screen as viewed on April 01, 2010. DTIC Descriptor(s): Management, quality, barriers, political science, environments, detectors, acquisition, defense systems, leadership, theses, shifting, inspection, philosophy, optimization, culture, mobility, Department of Defense DTIC Identifier(s): Management planning and control, quality control, *military procurement, TQM (total quality management), *quality management, TQM, total quality management, theses Author(s) subject terms: Total quality management; DoD Acquisition System; barriers Includes bibliographical references (p. 111-112). Also available in print.

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Kampouridis, Georgios. "A holistic approach to total quality management within small and medium size Greek manufacturing companies". Thesis, Staffordshire University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.343708.

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Dahlgaard, Su Mi Park. "The human dimension in TQM : learning, training and motivation /". Linköping : Ekonomiska institutionen, Univ. [distributör], 2001. http://www.bibl.liu.se/liupubl/disp/disp2002/man55s.pdf.

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Kelemen, Mihaela Ligia. "The role of leadership in achieving total quality management in the UK service sector : a multi-paradigm study". Thesis, University of Oxford, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.307211.

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Hernandez, Justo Rolando. "Total quality management in education : the application of TQM in a Texas school district /". Access restricted to users with UT Austin EID Full text (PDF) from UMI/Dissertation Abstracts International, 2001. http://wwwlib.umi.com/cr/utexas/fullcit?p3034546.

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Rabih, Joyce. "TQM implementation in health care : a proposed framework". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ39974.pdf.

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36

Svensson, Magnus. "TQM-based self-assessment in educational organisations". Licentiate thesis, Luleå, 2002. http://epubl.luth.se/1402-1757/2002/12/index.html.

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Yiu, Chung, e 姚忠. "Application of TQM in Hong Kong Government". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31268456.

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Lai, Ho-yan. "Evaluation of effectiveness on total quality management (TQM) in private property management industry in Hong Kong /". View the Table of Contents & Abstract, 2007. http://sunzi.lib.hku.hk/hkuto/record/B38026739.

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Lai, Ho-yan, e 黎可欣. "Evaluation of effectiveness on total quality management (TQM) in private property management industry in Hong Kong". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B45008905.

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Ang, Chooi-Leng. "The use of IT to support TQM in the Malaysian public sector". Thesis, Loughborough University, 2000. https://dspace.lboro.ac.uk/2134/7277.

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Abstract (sommario):

Both total quality management (TQM) and the use of information technology (IT) have been widely researched over recent years. However, there has been no well-founded empirical research on the two together - on how IT can support TQM practices. A scarcity of empirical studies on the role of IT in TQM, especially in the non-manufacturing sector, which can illustrate the importance or otherwise of IT for TQM, has prompted this study. Thus the study sought to provide such an empirical base. This study investigated the extent to which IT has been used to support TQM among selected Malaysian public agencies. It also identified the external, organisational and technological factors that may influence the use of IT in TQM. A framework based on the literature of TQM has been derived and used as the conceptual base for the creation of a questionnaire to determine the use of IT in TQM. The questionnaire was sent to 110 Malaysian public agencies that have implemented TQM. The results presented were based on the responses from 47 agencies. The study reveals that IT is helpful for implementing TQM but its usage varies across the nine aspects of TQM processes. 'Important Innovations' exhibits the highest level of IT usage followed closely by 'Information and Analysis'. 'Supplier Quality Assurance', on the other hand, shows the lowest level of IT usage. Regression analysis showed that four independent variables have a significant effect on the use of IT. They are IT experience, top management support, public accountability and IT structure (in order of importance). The responding agencies were then classified into three distinctive IT-usage groups (i. e. low, moderate, and high) according to their IT-usage level. Contextual influences (external, organisational and technological) were then explored using regression analysis. The results revealed that when the IT-usage level is high, technological factors play an important role. However, when the usage level is low, organisational factors become more influential. For the moderate group, both technological and organisational factors affect the usage level.

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Collins, Lee Kenneth. "An investigative study of the roles of incremental improvement (TQM) and radical innovation (BPR) in organisational change strategies". Thesis, Queen's University Belfast, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.247037.

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Holt, Amos E. "Total Quality Management(TQM): Implementation in a Not-For-Profit Research and Development Organization". NSUWorks, 1994. http://nsuworks.nova.edu/gscis_etd/587.

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Ibrahim, Ola. "The implications of applying Total Quality Management (TQM) on e-learning in Egypt : suggested e-learning service quality model". Thesis, University of Huddersfield, 2015. http://eprints.hud.ac.uk/id/eprint/26437/.

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Abstract (sommario):

Egypt is seeking to accelerate comprehensive and sustainable development and to achieve higher growth rates for the interest of all classes and categories of society. According to what was published in 1/7/2013 by the public association for adult education AEA at the information and decision support centre in Egypt; 14.9% of population in age between 15 and 35 years old are illiterate. Here, we have to ask:" How a society where 14.9% of its young working power is illiterate can execute the mentioned adopted strategy of development?!"The Egyptian young working power is poor educated due to the bad education system ranking 131 out of 144 in the world. There is a need for a good High Educational system, affordable to those who does not have the opportunity to leave there jobs, from where they gain to live, in order to have a good education to improve their social life, and help them being part of the required development. Making benefit from the technological revolution and the excitement and passion of using it, can give the chance to offer an E-learning service through which a human development could be achieved. Then, strategies could be well adopted to improve society. In Organizations; Total Quality Management (TQM) has become most widely used management acronym and is considered as the buzz word in the management practices, keeping an eye on details. TQM is mainly concerned with continuous improvement in all work, from high level strategic planning and decision-making, to detailed execution of work elements on the shop floor. On the other hand, Enterprises find ways to set themselves apart in the hyper-competitive global marketplace by applying e-service. E-Service may provide the greatest return on investment (ROI) and sets the foundation for adding and integrating other E-Business functionality in the future. Customers can achieve the service through web page without a need to any help or support at any time. E-service and Total quality management (TQM) seek for same goals, but from different perspectives. Now, what if an organisation offers an E-service while applying Total quality management (TQM)? Hoping to achieve a good affordable High educational E-learning system, it was decided to study “The Implications of applying TQM on E-Learning in Egypt”. This is for the great impact of the E- learning quality on the education as main national issue in Egypt. E-Learning was implemented in the near past few years, through limited programs in national Universities, and the Egyptian E-learning University established in 2009. The Quality management were also taken as essential of management in the higher educational institutes there. This research take a track to suggest Total Quality management Model to improve E-learning service offered in one of the Higher Educational Institutes in Egypt. The suggested e-learning Model emphasize that the eight elements of TQM were engaged in the Baldrige criteria framework. Quality Function Deployment (QFD) the main tool of evaluation of all the processes. The Idea of this model is to use Quality function Deployment (QFD) to translate and plan the‖ voice of the customer‖ into the quality characteristique of the service before enter the market. QFD analyse the client‘s requirements,define how each requirement will be satisfied by the service,organize the needs,illustrate the relationship between the requirement of the customer in the market and the needs to fullfil them. The result will be transmitted to the leadership Management,who will deploy the quality ,and apply the eight Total Quality Management Principles going through the seven categories of the Baldrige Criteria. The result of all the model phases shall affect the learner through the afforded high quality E-learning service. The high qualified personnel educated through the high quality E-learning system, will affect the social culture and environment from where comes the ―voice of cutomer‖, to be analyzed through the QFD, to the leadership management, and the improvement cycle continue. The suggested E-learning service Quality Model represents required emerged recognised set of procedures for validation of quality framework.

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Al-Khawaldeh, Khleef A., University of Western Sydney, College of Law and Business e School of Management. "Total quality management and productivity in industrial corporations in Jordan". THESIS_CLAB_MAN_AlKhawaldeh_K.xml, 2001. http://handle.uws.edu.au:8081/1959.7/409.

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The purpose of this analytical study is to determine the degree of application of Total Quality Management (TQM) philosophy and practices in the industrial corporations in Jordan. Through detailed examination of primary and secondary empirical data from these corporations, the study examines the link between TQM and labour productivity. The population of the study consists of all Jordanian shareholding corporations listed under the industrial category in Amman Stock Exchange. In late 1998, this consisted of a total of 90 companies. Both quantitative and qualitative data were collected and analysed in investigating the relationship between TQM implementation and labour productivity. Detailed survey responses from 76 participating companies were classified into two groups: high-level TQM implementation and low-level TQM implementation. About 60% of these companies were classified as companies with high-level TQM. Descriptive analysis of the survey responses plus company report data found that mean labour productivity measurements for companies with high-level TQM were significantly higher than for those with low-level TQM over the years (1993-1998). Also mean growth rates of labour productivity measurements for companies with high-level TQM were higher than for those with low-level of TQM during this period. Regression analysis demonstrated a statistically significant positive relationship between TQM and labour productivity. This relationship showed a high positive slope in companies with ISO 9000 certification, and considerably lower (but still positive) slope in companies without ISO 9000 certification.
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al-Sabahy, Abdullah Saif Ahmed. "An evaluation of the problems associated with the implementation of total quality management in Oman and U.A.E". Thesis, University of Wolverhampton, 1999. http://hdl.handle.net/2436/88278.

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46

Srismith, Karinrat. "'For the sake of our customers' : a case study of the links between coordination, communication and TQM /". Canberra, 2007. http://erl.canberra.edu.au/public/adt-AUC20080226.141311/index.html.

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Seraphim, Danièle. "Implementing TQM principles in a construction company in the U.A.E". Thesis, University of South Wales, 2006. https://pure.southwales.ac.uk/en/studentthesis/implementing-tqm-principles-in-a-construction-company-in-the-uae(2830be39-35ba-4b7d-b623-3cd4dff32103).html.

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The thesis is concerned with the implementation of Total Quality Management principles in a construction company in the United Arab Emirates. Three case studies regarding the progress of TQM implementation in the concerned company are highlighting successes, failures and difficulties, and are assessing results through the review of Key Performance Indicators set by the organisation. Progress in TQM implementation is externally confirmed by recognitions granted by a governmental TQM award body. Critical Success Factors, as identified through Total Quality Management literature review, are reviewed in the light of the TQM implementation experience of the company considered, and recommendations and guidelines for similar organisations are drawn from this experience.

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Chong, Yukyeong. "Evaluation of TQM performance and organizational management effectiveness for foodservice and clinical nutrition service management in hospital settings /". free to MU campus, to others for purchase, 1998. http://wwwlib.umi.com/cr/mo/fullcit?p9904838.

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Jamil, Kabir. "A study of quality improvement tools and total quality management (TQM) frameworks for small and medium size manufacturing companies". Ohio : Ohio University, 1998. http://www.ohiolink.edu/etd/view.cgi?ohiou1176491309.

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50

Sawalim, Khalil M. H. "Appraising project performance and Total Quality Management (TQM) practices in the Libyan oil and gas sector". Thesis, Liverpool John Moores University, 2015. http://researchonline.ljmu.ac.uk/4379/.

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The aim of this study was to appraise project performance and Total Quality Management (TQM) in the Libyan oil and gas sector. In achieving this aim , the study developed five objectives which are: to review current definitions and models of Project Performance in relation to theory and practices, to examine current definitions and models of TQM in a project context, to identify methodological norms in this research domain and propose a way forward , to analyse the interrelationship between TQM principles and project performance practices for oil and gas industry related projects and, finally, to model and propose the predictive value of TQM principles that could be used to enhance project management performance in the Libyan oil and gas industry. The research adopted a mixed methods approach. An extensive literature review was conducted on the history of the oil and gas industry, review of the energy sector in Libya, socio-economic development in Libya, social context and human development in Libya, the current practice in the Libyan energy sector, the importance of TQM, leaders in the Quality Management movement, TQM and performance, project and PM performance and TQM and PM performance. A conceptual framework was developed from the literature. Subsequently, twelve semi-structured interviews were conducted with project managers and professionals from three oil and gas companies from different categories of the oil and gas industry. The conceptual framework was improved after the analysis of interview findings, and then a questionnaire was used to launch the next stage of the study. One hundred and thirty-one questionnaires were analysed by SPSS V16 in order to examine the relationship between TQM practices and project performance in the Libyan oil and gas industry related projects, and to predict the model of TQM practices to project performance in the Libyan oil and gas related projects. Key findings of this research were that there was a positive significant relationship between TQM practices and project performance in oil and gas-related projects, and the interesting finding was that the hard TQM practices have more impact on Project Management Performance (PM performance) than the soft practices. Additionally, the predictive models were developed and the highest had a value of (R2=0.776). . Consequently, this research has made an important contribution to PM performance in the oil and gas industry by developing a framework of TQM practices that positively impact on PM performance. The practical applications of this research mean that managers can focus on those practices to achieve maximum PM performance in the oil and gas industry. The study highlights opportunities for future research including more in-depth exploration of the TQM practices in other oil and gas industry categories as well as the impact of the interrelationships of the practices on insights into PM performance.

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