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  • 1
    Electronic Resource
    Electronic Resource
    An examination of the relationship between conformance and quality-related costs (1996)
    Bingley : Emerald
    International journal of quality & reliability management 13 (1996), S. 50-63 
    Details
    ISSN: 0265-671X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Reports the results of a case study which undertook to examine the relationship between conformance and quality-related costs. The controversial Lundvall-Juran economic quality level (EQL) model has been criticized by various authors due to its acceptance of imperfect quality. While persuasive, this emotional aversion to imperfection does not provide a convincing critique of the EQL model. However, the EQL remains widely used in practice. Argues that several assumptions of the EQL model should be questioned including monotonicity, continuity, the positive relationship between prevention/appraisal costs and conformance, the negative relationship between failure costs and conformance, and the combining of costs. Further, the EQL model illustrates a single contingent relationship between quality costs and conformance. Provides several alternative cases of the relationship between quality costs and conformance. The results are then reported and the underlying relationships of the EQL model tested. The results showed that prevention and appraisal costs were positively and significantly associated with conformance. Failure costs were also positively and significantly related to conformance. These results provided support for a contingency view of quality-related costs.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02656719610114399
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  • 2
    Electronic Resource
    Electronic Resource
    Leadership, perceived team climate and process improvement in municipal government (2005)
    Bingley : Emerald
    International journal of quality & reliability management 22 (2005), S. 769-795 
    Details
    ISSN: 0265-671X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To examine the role of perceived team climate in facilitating leadership and sociotechnical optimization to affect quality related outcomes in a municipal government. Design/methodology/approach - A survey was administered to employees working in a municipal government, measuring leadership, perceived team climate, technical subsystem components, and team performance. Hypotheses were tested with multiple regression, and the fit of a path model implied by all hypotheses was tested with structural equation modeling. Findings - Institution-level communications and department-level leadership had the greatest effects in shaping perceptions of team climate. Perceived team climate predicted process improvement, customer satisfaction, and employee satisfaction. Perceived team climate also substantially mediated relationships between leadership support for teamwork and technical components with these outcomes. Research limitations/implications - Data were collected at one point in time from a single source, workers in a US municipal government. Some measures were new. A longitudinal design would strengthen causal inferences regarding the origins and effects of team climates. Practical implications - Soft controls such as norms influence the effectiveness of teams in process improvement. Mid-level managers have the greatest impact among leaders in creating a team climate. Open communication makes a difference to virtually every aspect of performance. Originality/value - This paper demonstrates the importance of shaping perceptions of a team climate to facilitate process and quality improvement. It emphasizes the importance of open communications and clarifies changing roles of leadership in modern organizations. Finally, it provides rare documentation of quality management in government.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02656710510617229
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  • 3
    Electronic Resource
    Electronic Resource
    Assessing process re-engineering impacts through baselining (1995)
    Bingley : Emerald
    Benchmarking 2 (1995), S. 4-19 
    Details
    ISSN: 1463-5771
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Technology
    Notes: Organizations often experience difficulty in measuring the effectsof automation-based process re-engineering. The autoregressiveintegrated moving average (ARIMA) methodology was used as a means toassess the effects of an automation-based process re-engineering of apurchasing process in a large regional hospital. Utilizingautoregressive statistical techniques, the automated purchasing processsignificantly affected productivity and performance both at thedepartmental and organizational levels. System implementationsignificantly reduced purchasing lead times, time to receive goods, andthe time purchase orders stayed open. At the organizational level,values of issues per occupied bed increased, as did inventory turnover.The intervention analysis performed provided a means for management toassess the productivity improvements resulting from the re-engineeringproject. Provides additional insight concerning implementation researchand measuring organizational and departmental effects of automationprojects.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14635779510099194
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  • 4
    Electronic Resource
    Electronic Resource
    On functional differences and quality understanding (2002)
    Bingley : Emerald
    Benchmarking 9 (2002), S. 86-102 
    Details
    ISSN: 1463-5771
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Technology
    Notes: This paper describes the results of a research project where respondents from a variety of disciplines were questioned about how they perceive quality improvement. Structured interviews were held with top managers from the fields of engineering, operations, strategic planning, marketing, planning, and human resources. We asked the following questions: How is quality defined by someone in (your field)? How do you define quality as it relates to your company's products and services? What are approaches to quality that you view as leading edge? We find that there are differences in how quality is perceived by different functions. In spite of a long history of definition of quality terms, we find that more work is needed to overcome differences in functional perspectives when communicating quality plans and strategies.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/14635770210418597
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