Resource allocation for strategic quality management: a goal programming approach

Abstract

Professor Sherif Mohamed, for providing me with the opportunity to complete this PhD study under his supervision. I am greatly indebted to Professor Mohamed for providing the academic and technical assistance. I also appreciate his unlimited support towards improving my research skills. Many thanks for his patience, efforts, and valuable guidance. Special thanks to my wife, Mona, for her patience, care, support, and continuous encouragement, which enabled me to complete this thesis. Her sacrifices have not gone unnoticed. Many thanks are also due to my little son, Abdullah, for being a source of joy, laughter and encouragement throughout. I extend special thanks to my mother, Salma, and my father, Mustafa, for their continuous support and prayers. I owe my gratitude to my brother, sisters, relatives and friends who have always encouraged me during the study period. Many thanks are also due to all individuals (and their respective organizations) who willingly participated in the questionnaire and the semistructured interviews. Last, but not least, I am indebted to all my RHD colleagues, whether from the School of Engineering or from other schools, for their lively discussions and conversations. Thanks to Griffith University for providing such a stimulating and knowledge-sharing environment.

The impact of total quality management on service company performance: evidence from Spain

“…So, many researchers and quality consultants assert that the proper implementation of TQM principles/ elements positively influences company performance in many dimensions (Mensah et al, 2012). These dimensions concern organizational performance (Boateng-Okrah and Fening, 2012;Alidrisi and Mohamed, 2012;Zairi, 2013), quality performance (Talib et al, 2013), market performance (Lam et al, 2012), operational performance (Boulter et al, 2013), financial performance (Boulter et al, 2013), competitive performance (Zairi, 2013), employee participation and morale (Fening et al, 2008;Kumar et al, 2009) and customer satisfaction (Arasli, 2012;Antony, 2013;Liapis et al, 2013). Moreover, authors such as Jang and Lin (2008) and Su et al (2008) argue that, regardless of whether the company produces services or goods, it is not the quality management implementation alone which improves market performance but it is rather the associated improvement of all aspects of the operational process.…”

Examining the Effect of the Organization’s Internal Control System on Organizational Effectiveness: A Jordanian Empirical Study

“…And even more worrying is that even fewer employees believe that senior leaders effectively implement the strategy (Haid et al, 2010). The resource-based view of TQM elements deal with quality management from a strategic viewpoint, or what is known as Strategic Quality Management (SQM), this is related to how the company utilizes its resources with minimum discrepancies between what is perceived to be needed by each strategy, and what is being actually allocated (Alidrisi et al, 2012).…”

Optimal Design of an Olive Oil Mill by Means of the Simulation of a Petri Net Model

“…Number of available lorries, or equivalent transportation means, for supplying the raw olives to the olive oil mill c 2 Number of discs or bags for pressing the olive paste in the traditional method c 3 Number of hydraulic presses available in the traditional method c 4 Number of cool stainless steel silos for storing the resulting virgin olive oil c 5 Number of hammer crushers c 6 Number of disc crushers c 7 Number of depitting machines c 8 Number of knife crushers c 9 Number of mixers for malaxation c 10 Number of pumps for conveying the olive paste to the horizontal decanter (three-phase decanter centrifugator). c 11 Number of three-phase decanter centrifugators c 12 Number of pumps for conveying the olive paste to the horizontal decanter (two-phase decanter centrifugator) c 13 Number of two-phase decanter centrifugators c 14 Number of vertical centrifuges Configuration alternative to the traditional method for obtaining high-quality olive oil d 3 Decantation for separating the oil and the vegetation water d 4 Vertical centrifuge for separating the oil and the vegetation water d 5 Hammer crusher d 6 Disc crusher d 7 Depitting machine d 8 Knife crusher d 9 Three-phase decanter centrifugator d 10 Two-phase decanter centrifugator d 11 Sinolea method d 12 Two-and-a-half-phase decanter centrifugator…”

“…In Section 3.1, the model of the olive oil manufacturing facility in process of being designed is presented and explained. Section 3.2 deals with the decision-making methodology that can be [2] International Journal of Quality and Reliability Management ANP-GP Quality in the food-processing industry Bruzzone and Longo [3] International Journal of Food Engineering Java-based simulation tool Manufacturing system operating in the hazelnuts industry sector Chang [4] British Food Journal ANP þ TOPSIS New food product Chen et al [5] Information Technology Journal ANP Food traceability Kirezieva et al [6] Trends in Food Science and Technology DSS Food management Mhango et al [7] Renewable Agriculture and Food Systems DSS Food diversification Mendoza and Prabhu [8] Forest Ecology and Management AHP Sustainable forest management Quang et al [9] Agricultural Systems Mathematical Programmingbased Multi-Agent Systems…”