跳至主要内容

Quality Improvement in Management System: A Case Study of CCTEC Company China

Read  full  paper  at:
http://www.scirp.org/journal/PaperInformation.aspx?PaperID=45289#.VL30FizQrzE

Author(s)
Giron Kamonja, Yan Liang, Muhammad Tayyab Sohail, Shahzad Ahmad Khan

Affiliation(s)
School of Economic and Management, China University of Geosciences (Wuhan), Wuhan, China.
School of Economic and Management, China University of Geosciences (Wuhan), Wuhan, China.
School of Public Administration, China University of Geosciences (Wuhan), Wuhan, China.
School of Economic and Management, China University of Geosciences (Wuhan), Wuhan, China.

ABSTRACT
Certain difficulties are inherent in the implementation of the improvement of the quality of service, particularly in the Design Management Department. There is often a difference on the issue of translating vision between senior management and Design Department for service improvement into effective, operational QI programs. Middle managers have a key role to play, but often they are overlooked which leads to undermining their efforts to improve the quality programs offered by senior management. This paper describes the first phase of a PhD research project to determine and develop the role of middle management in successful implementation of quality management programs. A framework for quality improvement implementation, including key issues of importance to middle managers regarding their proactive involvement in QI, is suggested. Finally, the initial implementation of the model in a company is discussed.

KEYWORDS
Quality Improvement (QI), Design Management Department (DMD), Middle Manager (MM)

Cite this paper
Kamonja, G. , Liang, Y. , Sohail, M. and Khan, S. (2014) Quality Improvement in Management System: A Case Study of CCTEC Company China. American Journal of Industrial and Business Management, 4, 209-216. doi: 10.4236/ajibm.2014.44028.

References
[1]Douglas, T.J. and Judge Jr., W.Q. (2001) Total Quality Management Implementation and Competitive Advantage: The Role of Structural Control and Exploration. The Academy of Management Journal, 44, 158-169.
 
[2]Thiagarajan, T. and Zairi, M. (1997) A Review of Total Quality Management in Practice. The TQM Magazine, 9, 270-286.
http://dx.doi.org/10.1108/09544789710181899
 
[3]Juran, J.M. (1993) Made in USA: A Renaissance in Quality. Harvard Business Review, 71, 42-50.
 
[4]Huy, Q.N. (2002) Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers. Administrative Science Quarterly, 47, 31-69.
http://dx.doi.org/10.2307/3094890
 
[5]Choo, A.S. and Linderman, K.W. (2007) Method and Psychological Effects on Learning Behaviors and Knowledge Creation in Quality Improvement Projects. Management Science, 53, 437-450.
http://dx.doi.org/10.1287/mnsc.1060.0635
 
[6]Veldman, J. and Gaalman, G. (2013) A Model of Strategic Product Quality and Process Improvement Incentives. International Journal of Production Economics, 149, 202-210.
 
[7]Barnes, J., Bessant, J., Dunne, N. and Morris, M. (2001) Developing Manufacturing Competitiveness within South African Industry: The Role of Middle Management. Technovation, 21, 293-309.
http://dx.doi.org/10.1016/S0166-4972(00)00047-X
 
[8]Burgess, C. (2013) Factors Influencing Middle Managers’ Ability to Contribute to Corporate Entrepreneurship. International Journal of Hospitality Management, 32, 193-201.
http://dx.doi.org/10.1016/j.ijhm.2012.05.009
 
[9]Chong, E. (2013) Managerial Competencies and Career Advancement: A Comparative Study of Managers in Two Countries. Journal of Business Research, 66, 345-353.
http://dx.doi.org/10.1016/j.jbusres.2011.08.015
 
[10]Bauman, D.C. (2013) Leadership and the Three Faces of Integrity. The Leadership Quarterly, 24, 414-426.
http://dx.doi.org/10.1016/j.leaqua.2013.01.005
 
[11]Judge Jr., W.Q. and Stahl, M.J. (1995) Middle-Manager Effort in Strategy Implementation: A Multinational Perspective. International Business Review, 4, 91-111.
http://dx.doi.org/10.1016/0969-5931(94)00033-I
 
[12]Biggs, J. (2001) The Reflective Institution: Assuring and Enhancing the Quality of Teaching and Learning. Higher Education, 41, 221-238.
http://dx.doi.org/10.1016/0969-5931(94)00033-I
 
[13]Somasundaram, S. and Badiru, A.B. (1992) Project Management for Successful Implementation of Continuous Quality Improvement. International Journal of Project Management, 10, 89-101.
http://dx.doi.org/10.1016/0263-7863(92)90061-D
 
[14]Young, J. (1990) Enabling Quality Improvement in British Telecom. Juran Institute, Inc., Wilton.
 
[15]Juran, J.M. (ed.) (1995) A History of Managing for Quality. ASQC Quality Press, Milwaukee.
 
[16]Ouakouak, M.L., Ouedraogo, N. and Mbengue, A. (2014) The Mediating Role of Organizational Capabilities in the Relationship between Middle Managers’ Involvement and Firm Performance: A European Study. European Management Journal, 32, 305-318.
http://dx.doi.org/10.1016/j.emj.2013.03.002
 
[17]Thakur, M. (1998) Involving Middle Managers in Strategy Making. Long Range Planning, 31, 732-741.
http://dx.doi.org/10.1016/S0024-6301(98)00078-8
 
[18]Anderson, V. (2004) Research Methods in Human Resource Management. CIPD, London.
 
[19]Bryman, A. and Bell, E. (2003) Business Research Methods. Oxford University Press, Oxford.
 
[20]Leste, A. (2014) Organization Roles, Project Management, Planning and Control. 6th Edition, 45-46.
 
[21]Nasierowsk, W. (2000) Technology and Quality Improvements in Mexican Companies: Some International Comparisons. Journal of Quality Management, 5, 119-137.
http://dx.doi.org/10.1016/S1084-8568(00)00016-X
 
[22]Azaranga, M.R., Gonzalez, G. and Reavill, L. (1998) An Empirical Investigation of the Relationship between Quality Improvement Techniques and Performance—A Mexican Case. Journal of Quality Management, 3, 265-292.
http://dx.doi.org/10.1016/S1084-8568(99)80117-5
 
[23]Bessant, J., Cassyn, S. and Gallagher, M. (2001) An Evolutionary Model of Continuous Improvement Behaviour. Technovation, 21, 67-77. http://dx.doi.org/10.1016/S0166-4972(00)00023-7
 
[24]Unger, B.N., Kock, A., Gemünden, H.G. and Jonas, D. (2012) Enforcing Strategic Fit of Project Portfolios by Project Termination: An Empirical Study on Senior Management Involvement. International Journal of Project Management, 30, 675-685. http://dx.doi.org/10.1016/j.ijproman.2011.12.002
 
[25]Linderman, K., Schroeder, R.G. and Choo, A.S. (2006) Six Sigma: The Role of Goals in Improvement Teams. Journal of Operations Management, 24, 779-790.
http://dx.doi.org/10.1016/j.jom.2005.08.005
 
[26]Jonas, D. (2010) Empowering Project Portfolio Managers: How Management Involvement Impacts Project Portfolio Management Performance. International Journal of Project Management, 28, 818-831.
http://dx.doi.org/10.1016/j.ijproman.2010.07.002
 
[27]Ivanova, M. and Torkkel, L. (2013) Managerial Sense Making of Interaction within Business Relationships: A Cultural Perspective. European Management Journal, 31, 717-727.
http://dx.doi.org/10.1016/j.emj.2013.07.007                                                      eww150120lx
标签：

评论

发表评论

此博客中的热门博文

A Comparison of Methods Used to Determine the Oleic/Linoleic Acid Ratio in Cultivated Peanut (Arachis hypogaea L.)

Cultivated peanut ( Arachis hypogaea L.) is an important oil and food crop. It is also a cheap source of protein, a good source of essential vitamins and minerals, and a component of many food products. The fatty acid composition of peanuts has become increasingly important with the realization that oleic acid content significantly affects the development of rancidity. And oil content of peanuts significantly affects flavor and shelf-life. Early generation screening of breeding lines for high oleic acid content greatly increases the efficiency of developing new peanut varieties. The objective of this study was to compare the accuracy of methods used to classify individual peanut seed as high oleic or not high oleic. Three hundred and seventy-four (374) seeds, spanning twenty-three (23) genotypes varying in oil composition (i.e. high oleic (H) or normal/not high oleic (NH) inclusive of all four peanut market-types (runner, Spanish, Valencia and Virginia), were individually tested ...
发表评论
阅读全文

Location Optimization of a Coal Power Plant to Balance Costs against Plant’s Emission Exposure

Fuel and its delivery cost comprise the biggest expense in coal power plant operations. Delivery of electricity from generation to consumers requires investment in power lines and transmission grids. Placing a coal power plant or multiple power plants near dense population centers can lower transmission costs. If a coalmine is nearby, transportation costs can also be reduced. However, emissions from coal plants play a key role in worsening health crises in many countries. And coal upon combustion produces CO 2 , SO 2 , NO x , CO, Metallic and Particle Matter (PM10 & PM2.5). The presence of these chemical compounds in the atmosphere in close vicinity to humans, livestock, and agriculture carries detrimental health consequences. The goal of the research was to develop a methodology to minimize the public’s exposure to harmful emissions from coal power plants while maintaining minimal operational costs related to electric distribution losses and coal logistics. The objective was...
发表评论
阅读全文

Evaluation of the Safety and Efficacy of Continuous Use of a Home-Use High-Frequency Facial Treatment Appliance

At present, many home-use beauty devices are available in the market. In particular, many products developed for facial treatment use light, e.g., a flash lamp or a light-emitting diode (LED). In this study, the safety of 4 weeks’ continuous use of NEWA TM , a high-frequency facial treatment appliance, every alternate day at home was verified, and its efficacy was evaluated in Japanese individuals with healthy skin aged 30 years or older who complained of sagging of the facial skin.  Transepidermal water loss (TEWL), melanin levels, erythema levels, sebum secretion levels, skin color changes and wrinkle improvement in the facial skin were measured before the appliance began to be used (study baseline), at 2 and 4 weeks after it had begun to be used, and at 2 weeks after completion of the 4-week treatment period (6 weeks from the study baseline). In addition, data obtained by subjective evaluation by the subjects themselves on a visual analog scale (VAS) were also analyzed. Fur...
发表评论
阅读全文