Continuous quality improvement: why some organisations lack commitment

Article Abstract:

The basic principles of Total Quality Management (TQM) are not willingly adopted by all companies. Six levels of TQM adoption are outlined and it is contended that there is only a superficial usage of the popular quality management tools and techniques in a considerable number of companies. The lack of management commitment to TQM principles and quality improvement and ineffective leadership of the improvement process are the causes of such situations. These causes are supported by evidence gathered from initial sample inspection reporting, statistical process control and mistake proofing in an automotive component supplier.

Evaluation, Total quality management

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Quality selection of a two-dimensional process level under single acceptance sampling by variables

Article Abstract:

Tempered hardboard quality control covers the measurements of several quality characteristics with focus on the thickness and density of the product. From samples of 50 sheets, the mean thickness and mean density are evaluated and accepted when both exceed specification levels. Otherwise, the lot is rejected and has to be sold at a lower price. This quality problem faced by hardboard mills is the impetus for a model generalizing quality selection to determine the optimal two-dimensional process level and the optimal expected net income per lot.

Quality management, Hardboard

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Some cultural/geographic styles in quality strategies and quality costs (P.R. China versus Australia)

Article Abstract:

Quality management practices in China and Australia are compared to determine possible cultural and geographical influences on the two countries' management principles. Both countries are found to have launched formal quality management programs in industry. However, differences were observed and attributed to cultural influences, particularly in the nature and level of employee participation in such programs.

Participatory management

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