{"title":"The measurement of the implementation of TQM in Anglian Water Services, directorate of engineering","authors":"Philip Burgess, L. Reavill","doi":"10.1108/09684879610122250","DOIUrl":"https://doi.org/10.1108/09684879610122250","url":null,"abstract":"Discusses an investigation currently being undertaken into the implementation of total quality management in the engineering directorate of Anglian Water Services Ltd. Identifies the need to measure the effectiveness of the execution of total quality in the company and feed back any recommended changes to enable improvements to be put into effect. A holistic approach to the measurement of the effectiveness of TQM is required not only to investigate and measure the “harder issues” such as structure, strategy and systems of an organization, but also the “softer issues” such as values, beliefs and behaviours (the effects of instigating the harder issues).","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129455202","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Are the cultures required to attain ISO 9000 and total quality management mutually exclusive","authors":"Matthew Hind","doi":"10.1108/09684879610122223","DOIUrl":"https://doi.org/10.1108/09684879610122223","url":null,"abstract":"Attempts to show that, while ISO 9000 is part of total quality management, the organizational culture that is suited to ISO 9000 is not suited to the other aspects that make up total quality. Total quality is a balance between these factors such that, if the pull in one direction is too strong, the balance will be lost. Finally, contends that it is the inherent strength or inflexibility of the registration that has contributed to the failure of so many total quality initiatives.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131714123","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The need for quality cultures","authors":"P. Bowen","doi":"10.1108/09684879610122205","DOIUrl":"https://doi.org/10.1108/09684879610122205","url":null,"abstract":"Discusses training, development and quality cultures in organizations. Contends that deskilling the workforce in order to improve efficiency and productivity is at odds with creating a quality culture. Explains why a quality culture is important and how one may be achieved.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115679267","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Quality management as a brand‐building strategy: a proposal to return to basic purpose","authors":"J. Peters","doi":"10.1108/09684879610122241","DOIUrl":"https://doi.org/10.1108/09684879610122241","url":null,"abstract":"Sets out to discuss the history and present positions of the quality assurance (QA), total quality management (TQM), workplace training and human resource development (HRD) disciplines, Argues that from a position where training gave clear and precise support to QA, the evolved TQM and HRD disciplines have drifted apart, to the detriment of each. Contends that simultaneously, both professional disciplines have become divorced from their original intention of supporting business strategy. Proposes a number of steps to bring HRD, TQM and business needs close together.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130511842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Performance improvement: impact of training in statistical process analysis for engineers at an IC factory","authors":"J. Streumer","doi":"10.1108/09684879610122197","DOIUrl":"https://doi.org/10.1108/09684879610122197","url":null,"abstract":"Reports on the production of integrated circuits ‐ a cyclical process consisting of a large number of operations, the results of which are measured, where possible ‐ in a large, Dutch IC factory. The measurements are analysed by the process and equipment engineers using DATA, a statistical analysis system. This process analysis is intended for the analysis of process problems and for monitoring and optimizing the production process. The automation section, which is responsible for DATA, had stated that DATA was not being used optimally and that too few of the engineers were using it. The management had the impression that DATA should be more intensively used in order to meet the ever‐increasing requirements which the clients put on process control. Seeks to determine the causes of the problem, how the problem could be classified, and whether there was a need for training. On the basis of needs analysis, concludes that the situation involved a performance problem for which a solution had to be found. The needs analysis has also led to a clear description of the need for training among the target group. Reports that, subsequently, on the basis of these results a training programme was developed and implemented. Concludes with an evaluation of the impact of this training programme on the use of the DATA system.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122179499","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Utilizing ISO 9002 and IIP to maximize quality and profitability","authors":"R. Hamilton","doi":"10.1108/09684879610118011","DOIUrl":"https://doi.org/10.1108/09684879610118011","url":null,"abstract":"Considers the Investors in People programme and the quality standard ISO 9002 and suggests that many companies approach these standards in an exclusive manner, seeking accreditation to one or the other; few companies consider the merits of concurrently running accreditation programmes to both. Discusses the advantages to be gained from both and gives advice on implementing programmes which will conform to the standards’ requirements. Concludes that combination of the two standards leads to a company gaining the best of both worlds; by developing individuals within the operation so that they may contribute fully to the success of the business, and by setting the appropriate standards to follow, in order to provide the customer with a consistently high quality product.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128316930","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Re‐engineering: using the customer as a unifying factor","authors":"D. Denton","doi":"10.1108/09684879610112846","DOIUrl":"https://doi.org/10.1108/09684879610112846","url":null,"abstract":"Looks at how companies can go about creating a competitive culture using American Express as an example. Provides details of their programme, including their focus of attitudinal training and the role of leadership. American Express has chosen quality service to their customers as their unifying factor and this has worked well, as employees can easily put themselves into the customer’s shoes and, if the process is done correctly, take pride in a job well done. Looks at the firm’s intrastructure, in‐house training sessions, service tracking, reports, transaction‐based surveys, establishing of links, performance reviews, attitudinal training, employee involvement, and communications. Concludes by noting American Express confirm that people want to give their best and it is management’s job to encourage employees and then empower them so they can do so.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121283552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Simulation for training in quality control","authors":"J. Freeman, N. Evangeliou","doi":"10.1108/09684879610112837","DOIUrl":"https://doi.org/10.1108/09684879610112837","url":null,"abstract":"Demonstrates the training value of a new computer‐aided learning package, SQCC_ATT. Control charts are used extensively in quality management, and computer simulation provides a valuable facility for generating charts under a variety of different working assumptions. Warns about the potential for misuse of control charts by untrained and inexperienced staff. Concludes that specialist simulation games are likely to play an increasingly important role in training in management control techniques.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123460821","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Our bridge to world class: PT Caltex Pacific Indonesia’s total quality management practice","authors":"Baihaki H. Hakim","doi":"10.1108/EUM0000000000009","DOIUrl":"https://doi.org/10.1108/EUM0000000000009","url":null,"abstract":"Reports on PT Caltex Pacific Indonesia’s journey towards total quality management; a journey which began in 1985. Details the various steps the company has taken and reports briefly on some of the results of this major programme. Notes factors which the company believes have contributed towards the success of the programme and outlines some future goals for the company on this continuing journey.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115510201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Small firms and ISO 9000","authors":"R. Collyer","doi":"10.1108/09684879610112855","DOIUrl":"https://doi.org/10.1108/09684879610112855","url":null,"abstract":"Provides guidance for small firms contemplating implementing ISO 9000. Suggests that any programme aimed at small firms must be specific to requirements and not simply scaled down from those appropriate to larger companies. Reports on some of the author’s own experiences as an assessor of small companies and provides questions for small companies to ask of would‐be suppliers of training and/or certification. Proposes some guidelines regarding documentation and organization and notes that the key to a successful system is to keep it “simple, practical and user‐friendly”.","PeriodicalId":155790,"journal":{"name":"Training for Quality","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134330029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}