ISO 9000 Quality Systems Handbook

Hoyle, David

doi:10.4324/9780080460000

Cited by 123 publications

(126 citation statements)

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“…ISO 9000 family was considered as an important step for building a quality management system, because it was relying upon the development of quality concept and its applications in very diversified economic sectors, including health care and hospitals. Although ISO 9000-2008 has many advantages but, it has been criticized regarding its implementation process such as: the needs huge paperwork, bureaucratic procedures with intensive formality (Hoyle, 2011), (Barnes, 2000). It is an impersonal system, without any direct value-add, threats the company flexibility, badly affects company speed in responding to environmental changes, costly, timeconsumption, very complex due to its huge number of procedures, poor coordination between members of the implementation group, and hampering organizational change.…”

Section: 11mentioning

confidence: 99%

Total quality management (TQM), organizational characteristics and competitive advantage

Yousif

Najm

Al-Ensour

2017

JEFS

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We investigate two issues. The first is to determine the impact of TQM dimensions of a medical care system (quality system, quality leadership, medical and sanitary staff, relationship with patient, relationships with suppliers, and continuous improvement) on the hospital competitive advantage (innovation, competitive benchmarking) in sample Jordanian hospitals. The second is to explore the moderating effect of two basic organizational characteristics: the size and the age of a hospital, on the relationship between TQM dimensions and competitive advantage. Our finding indicates that five TQM dimensions (QS, QL, RP, RS, and CI) have a positive impact on hospital innovation and reputation. This result is compatible with the main findings of many previous field studies. (Prajogo and suhal, 2003;Hung et al., 2010;Abrunhosa and Sa, 2008;Bon and Mustafa, 2013, Silva et al., 2014). This result could be attributed to a continuous improvement of hospital services quality (the sixth of the main dimensions of TQM). Continuous improvement (CI) is synonymous to innovation because both imply changes and modifications to health service. IntroductionHistorically, the interest in productivity and efficiency concepts was precedent to that of the quality concept. Therefore, the progress that was achieved during the past decades concerning production size was much greater than that of the quality field. This fact may be the main reason behind Jouran's statement that he has released in his study published by Harvard Business Review (1992) when he argued that "the 20 th century is the productivity century and the 21 st century is the quality century". Consistent with that it might be rational to add that the last quarter of the 20 th century has witnessed the early interest in quality concept of the manufacturing sector. The 40s of the last century has witness the emergence of service quality concept, while the 80s of that century has witness the appearing of electronic service quality concept.Relying upon the previously mentioned evolution, it might be rational to say that the 21 st century will witness the concern in new patterns of quality at the top of which: the quality of knowledge, intangible assets, human capital and perhaps spiritual assets. The past five decades has testified a radical shifting from interest in quality concept. This was plainly appearing especially during the 80's of the last century when the American and the European companies were badly affected by many dramatic developments in the business environment such as: quality based comprehensive competition, the Japanese quality-based competition success. These developments have seriously sidetracked attention toward new quality perspectives, objectives and improvement relying upon a new strategic vision that replacing the old practices of operational plans. This was plainly confirmed by Jouran when he distinguished between two quality perspectives: "big and little quality". This is simply meant that the interest in quality has been expanded to comprised servi...

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Section: 11mentioning

confidence: 99%

Total quality management (TQM), organizational characteristics and competitive advantage

Yousif

Najm

Al-Ensour

2017

JEFS

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“…11, No. 16; documentation and to publish Document Based Inspection (DBI), which is easily understood by both management and production departments so that corrective action can be taken to improve performance (Hoyle, 2000). The MQCS should ensure the quality of refits/repairs carried out on ships, in the dockyard, including rectification of operational defects.…”

Section: Quality Managementmentioning

confidence: 99%

“…Some organisations imitate such standards using a mixture of experience to include those from OEMs and others collected from personal education and experience from the surroundings/environment. They include quality assurance and quality control, which are considered to be two different levels of discipline, and are important for any ships' upkeep, repair and operation management program (Hoyle, 2000;Evans & Lindsay, 2008). The management of service quality in the public sector is intended to achieve productivity through organisational learning performance and through the planning of resources and business process techniques.…”

Section: Emphasis On Quality Management Disciplines and The Required mentioning

confidence: 99%

“…The areas of logistics and maintenance of quality should include an Operation Quality Assurance Section (OQAS), to monitor the assurance of the quality of product, the Maintenance Quality Control Section (MQCS) to monitor deep maintenance and, where necessary, to propose changes and a Logistics Quality Assurance Section (LQAS) to ensure the robustness and originality of spares and material (Hoyle, 2000;Evans & Lindsay, 2008). The QASs have great responsibility in the area of material and operation.…”

Section: Quality Management Through Proficiency Concentration and Efmentioning

confidence: 99%

“…It is argued that in any business there is only one boss-the customer and effective quality management processes focus on the customer (Anonymous, 2010;Besterfield et al, 2010;Evans & Lindsay, 2008;Hoyle, 2000;ISO-9001, 2008E). To maintain the availability of the end product, such as sufficient ships at sea, involves the stakeholder-the operator, the deciders or planners and the providers of services or maintainer and the provider of resources/material.…”

Section: Introductionmentioning

confidence: 99%

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Learning Quality Management for Ships’ Upkeep and Repair Environment

Al-Raqadi¹,

Rahim²,

Masrom³

et al. 2015

ASS

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Ships Quality Management (QM) in a naval disciplined repair environment is under significant demands. The purpose of this paper is to emphasise the requirement for the establishment of quality management. Quality management is essential to support operations, work preparation and formulation, material replenishment, repairs and trial processes to enhance productivity and availability. Quality Assurance (QA) and Quality Control (QC) encompassing Reliability Centred Maintenance (RCM), Condition Based Maintenance (CBM) and Failure Modes, Effectiveness and Criticality Analysis (FMECA) are required to monitor Preventive and Corrective Maintenance with the aim of heading towards ISO. The QA and QC processes should be in line with a complete survey, Pre Upkeep Machinery Assessments (PUMA), Dynamic Machinery Trials (DMT) to predict and formulate the intended refurbishment followed by post upkeep standard trials. The whole process can be boosted when health and safety are integrated. The research instrument was based on the dedicated constructs to predict the 'mindsets/opinions' of employees in their perceptions of future improvement. The variables-hypotheses were inferentially analyzed (correlated and regressed). They were found to be positively related and significantly contributed to the ships' upkeep support performance. The implication of this study is to understand the strength of the research framework and to make proposals for the enhancement of quality management in line with the variables.

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Assuring Safety and Quality along the Food Chain

Schiefer

2017

Advances in Food Diagnostics

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ISO 9000 Quality Systems Handbook

Cited by 123 publications

References 0 publications

Total quality management (TQM), organizational characteristics and competitive advantage

Total quality management (TQM), organizational characteristics and competitive advantage

Learning Quality Management for Ships’ Upkeep and Repair Environment

Assuring Safety and Quality along the Food Chain

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