Measures to assess the impact of information technology on quality management

Abstract

Both quality management and the use of information technology have been widely researched over recent years. However, there has been no well-founded empirical research on the two together ± on how IT can support quality management practices. This paper presents a research instrument to be used in such research. In order to measure the extent to which IT supports QM, the construct``quality management, supported by information technology'' was operationalised. Data from 110 public organisations that have applied for the Malaysian Prime Minister's Quality Award (Public Sector) were gathered in a field survey to enable a rigorous examination of the construct operationalised. Analysis of literature suggested eight dimensions of quality management, namely leadership, output quality assurance, strategic planning process, human resource utilisation, important innovations, information and analysis, customer satisfaction, and quality results. The research findings supported this and suggested a ninth dimension, supplier quality assurance. The empirical work indicated that``quality management supported by information technology'' construct demonstrate the key psychometric properties including reliability, construct validity, and predictive validity.

Information systems in supply chain integration and management

“…They discuss ISSP with regard to its strategic relevance, factors affecting IS strategic planning, key issues in ISSP, the effects of infusion and diffusion levels, together with the effect of IS maturity on ISSP. However, the effect of operational impact Rockhart and Scott Morton (1984), Webster (1995), Ho (1996), King (1978) Economic reasons Porter and Millar (1985), Williams (1997), Talluri (2000) Organizational Gallupe et al (1992), Henderson and Venkataraman (1993), Rogerson and Fidler (1994), Maloni and Benton (1997), Brown and Eisenhardt (1998), Daniels (1998), Lockamy and Smith (1998), Teo and Ang (1999), Ang et al (2000), Werbach (2000), Andersen (2001) Technological Christiaanse and Kumar (2000), van Hooft and Stegwee (2001) Virtual enterprise in SCM Partnership Webster (1995), Skyrme (1996), Voss (1996), Lewis and Talalayevsky (1997), Zimmerman (2000) Virtual reality and supply chain Benjamin and Wigand (1995), Clarke (1998), Bal and Gundry (1999), Boardman and Clegg (2001), Bhatt and Emdad (2001), Sarkis and Sundararaj (2002) Virtual enterprise and IT Webster (1995), Clements (1997), Naylor et al (1999), Black and Edwards (2000), van Hoek (2001), Turowski (2002) E-commerce and SCM Purchasing Emmelhainz (1990…”

“…Strategic planning for IT in SCM Rockhart and Scott Morton (1984), Porter and Millar (1985), Gallupe et al (1992), Henderson and Venkataraman (1993), Rogerson and Fidler (1994), Webster (1995), Sambasivarao and Deshmukh (1995), Fletcher and Wright (1996), Ho (1996), Maloni and Benton (1997), Williams (1997), Brown and Eisenhardt (1998), Cerpa and Verner (1998), Daniels (1998), King (1978), Bradley (1999), Teo and Ang (1999), Kardaras and Karakostas (1999), Ang et al (2000), Zimmerman (2000), Christiaanse and Kumar (2000), Talluri (2000), Andersen (2001), van Hooft and Stegwee (2001) VE and SCM Davidow and Malone (1992), Webster (1995), Mariotti (1996), Voss (1996), Skyrme (1996), Lewis and Talalayevsky (1997), Clements (1997), Clarke (1998), Kornelius and Wamelink (1998), Browne and Zhang (1999), Bal and Gundry (1999), Naylor et al (1999), Black and Edwards (2000), Boardman and Clegg (2001), Bhatt and Emdad (2001), van Hoek (2001), …”

“…But the issue of cultural complexity has been left out! Ang et al (2000) develop a framework for measuring the impact of IT on quality management. Total quality management (TQM) requires teamwork, collaborative supported work, training and education in valueadding processes and the application of multimedia will enhance the communication and hence a good decision support system that is flexible and responsive.…”

Gaining Competitive Advantage From Integrating Enterprise Resource Planning and Total Quality Management

“…Similarly, others have discussed how both ERP and TQM initiatives have a broad scope, usually affecting all the processes and several areas of the company (Ang, Davies and Finlay 2000;Bhatt 2000;Ravichandran and Rai 2000;Koch 2001;Manetti 2001). However, McAdam and Henderson (2004) argued that rapid developments in technology would appear to have bypassed the TQM discourse given the paucity of systematic research specifically on e-business and TQM.…”

Overall Equipment Effectiveness (OEE) through Total Productive Maintenance (TPM) practices — A study across the Malaysian industries

“…The formulation of OEE and relationship between the six major losses are given in Figure 2 A theoretical framework or construct is a strong basis for research [18,19]. From the literature review, TPM implementation and its practices, a theoretical framework is developed.…”