A Customer's Definition of Quality

Miller, Thomas

doi:10.1108/eb039461

Cited by 24 publications

(17 citation statements)

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“…In the context of the Baldrige framework, Information and Analysis is viewed as a strategic rather than an operational element of the quality system. The role of information in quality systems has been examined by a number of authors [32,33]. The role of information and analysis as a driver of the deployment of the strategic plan via core operational processes leads to the following proposition:…”

Section: Proposition 2b: An Organization's Business Performance Is DImentioning

confidence: 99%

A structural model analysis of the Malcolm Baldrige National Quality Award framework

Ghosh¹,

Handfield²,

Kannan³

et al. 2003

IJMDM

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The Malcolm Baldrige National Quality Award (MBNQA) has become a model for the deployment of quality programs. While the framework underlying the award has been used extensively by organizations, both for award and self-assessment purposes, little empirical evidence exists regarding its validity as a predictor of organizational performance. This research presents a structural equation model that explicitly tests the relationships between strategic and operational quality planning implied by the framework, and their impact on performance. Results support the theory underlying the Baldrige award. Specifically, the strategic quality planning process, mediated by the effective use of information and analysis, is the driver of operational quality planning. Positive business results are the outcome of this planning process. Results also show that customer and marke t focus is a crucial input to strategic quality planning, the commitment of senior leadership is critical in securing a customer and market focus, and operational level business processes are driven by a strategic commitment to human resource management.

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Section: Proposition 2b: An Organization's Business Performance Is DImentioning

confidence: 99%

A structural model analysis of the Malcolm Baldrige National Quality Award framework

Ghosh¹,

Handfield²,

Kannan³

et al. 2003

IJMDM

View full text Add to dashboard Cite

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“…Customer satisfaction is achieved by providing optimum level of services that customer expects particularly the highly-valued ones and simultaneously keep away those attributes that customers do not value. This could be ensured by constant reviewing of customer feedback and also knowing and assessing customer expectations accurately [8][9][10][11].…”

Section: Fodness and Murraymentioning

confidence: 99%

Airport Service Quality Dimensions and its Influence on Airline Passengers’ Satisfaction in India

Pappachan¹

2020

SJBMS

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This paper is aiming at the refinement of Airport Service Quality (ASQ) dimensions based on passengers' experience. This new ASQ dimensions evolved are in contrast with the conventional method of setting apart areas concerning ASQ as recognized at every interaction points in the functional flow of passengers through various agencies in the airport. The new dimensions arrived in this study were obtained by analyzing the data regarding airport service quality attributes identified and surveyed with the support of instruments developed by Airports Council International (ACI) and are commonly used by airports in India. This study further analyzed and factorized those items into meaningful ASQ dimensions from passengers' perspective using exploratory factor analysis method and then confirmed the measurement model using confirmatory factor analysis. This study also attempts to find out the relationship between these core dimensional factors of airport service quality and its influence on overall satisfaction of passengers. The interrelationship between these ASQ factors and overall satisfaction level of passengers were estimated using structural equation modeling. The strength of each factor dimension was plotted and drawn implications for the airport operators.

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“…Hence, the phase "satisfying customers" can mean satisfying every human being in our society. In other words, the purposes of TQM organizations should include the employees' personal fulfillment (satisfying internal customers) and the organizational contributions to the society (satisfying external customers) (Miller 1992). In addition, a set of company performance measurements that incorporate satisfying internal as well as external customers are needed to measure the organizational performance and improvements Tatikonda 1996a, 1996b;Urdan 2004;Vokurka and Fliedner 1995).…”

Section: Introductionmentioning

confidence: 99%

Hierarchical level oF managers’ abilities: A Moderator between Quality Management Practices and Company Financial Performance

Ciptono

2007

GADJAH MADA INT. J. BUS.

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This study investigates the moderating impacts of hierarchical level of managers’ abilities on the form and strength of all structural relationships between quality management practices and company financial performance. This study describes the structural relationships among the research constructs —six critical factors of quality management practices (quality improvement program, supervisory leadership, supplier involvement, management commitment, training to improve products/services, cross-functional relationships); the contextual factors of oil and gas companies—world-class performance in operations (world-class company practices, operational excellence practices, company non-financial performance); and company financial performance. It uses a sample of 1,332 managers in 140 strategic business units (SBUs) within 49 oil and gas companies operating in Indonesia. The empirical results indicate that the goodness-of-fit of the unconstrained model is much better than that of the constrained model, and this is an indicator that hierarchical level of managers’ abilities moderates all structural relationships among the research constructs. Hence, the hierarchical level of managers’ abilities acts as a moderating variable of the whole model (i.e., among critical factors of quality management practices, world-class company practices, operational excellence practices, company non-financial performance, and company financial performance). It means that the major contribution of the hierarchical level of managers’ abilities is how to make changes in the organizational system. Top level managers’ abilities are deemed the most capable of making significant changes because of their broad sources of power and influence. Conversely, lower level managers’ abilities find it more difficult making significant changes in the system because of bureaucratic control processes that limit their actions —powerlessness or a chronic lack of autonomy. Compared to the hierarchical level of managers’ abilities, the degree of autonomy may be a more comprehensive contribution in reference to managers’ abilities to influence an organizational system. Autonomy may not only act as a person enhancer to increase internal work motivation, but it may also serve to moderate the extent to which individuals are able to significantly influence a system. In addition, involvement and empowerment of all organizational members (including managers) in cooperative and collaborative (interactive) efforts to achieve quality improvements appear to be a key element to TQM. Results further reveal that world-class performance in operations (world-class company practices, operational excellence practices, and company non-financial performance) positively mediates the impact of critical factors of quality management practices on company financial performance. Results also point out that three out of six critical factors of quality management practices are positively associated with world-class company practices and operational excellence practices under the moderating of hierarchical level of managers’ abilities. World-class company practices and operational excellence practices have direct and significant effects on company non-financial performance. Furthermore, empirical results suggest that there is a positive and significant relationship between company non-financial performance and company financial performance.

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A Customer's Definition of Quality

Abstract: What's the best way to get "close to the customer"? One company has developed a customer feedback system to drive product design, sales, service, and support functions in order to ensure better customer responsiveness.

Cited by 24 publications

References 0 publications

A structural model analysis of the Malcolm Baldrige National Quality Award framework

A structural model analysis of the Malcolm Baldrige National Quality Award framework

Airport Service Quality Dimensions and its Influence on Airline Passengers’ Satisfaction in India

Hierarchical level oF managers’ abilities: A Moderator between Quality Management Practices and Company Financial Performance

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