Total quality management and theory: An exploratory study of contribution

Dale, B.G.; Wu, Pengcheng; Zairi, Mohamed; Williams, Alan; Wiele, Ton van der

doi:10.1080/09544120123930

Cited by 57 publications

(8 citation statements)

References 20 publications

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“…Moreover, this study is the first to undertake such investigation in the Middle East countries, focusing on the human factors and their contribution to quality improvement practices and organisational performance. This study is significant as it calls for more research in total quality management in the international context, especially in the Middle East countries (Dale et al, 2001).…”

Section: Discussionmentioning

confidence: 99%

Influence of human factors on organisational performance

Habtoor

2016

International Journal of Productivity and Performance Management

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Influence of human factors on organisational performance: quality improvement practices as a mediator variable Nasser Habtoor Article information:To cite this document: Nasser Habtoor , (2016),"Influence of human factors on organisational performance: quality improvement practices as a mediator variable", International Journal of Productivity and Performance Management , Vol. 65 Iss 4 pp. -Permanent link to this document: http://dx. Access to this document was granted through an Emerald subscription provided by emerald-srm:540409 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Section: Discussionmentioning

confidence: 99%

Influence of human factors on organisational performance

Habtoor

2016

International Journal of Productivity and Performance Management

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“…Furthermore, 5S audit is accompanied with production line management since 5S practice is a baseline of TQM (Chen and Lu, 1998;Agus and Abdullah, 2000;Dale et al, 2001;Yusof and Aspinwall, 2001;Ahuja and Khamba, 2008;Bayo-Moriones et al, 2010). The name, 5S, stands for five Japanese words: Seiri, Seiton, Seiso, Seiketsu and Shitsuke (Osada, 1991).…”

Section: Introductionmentioning

confidence: 99%

Prioritisation on 5S activities for a semiconductor wafer fabrication: an empirical study

Chang

Chen

2014

International Journal of Quality &Amp; Reliability Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is one of them. In order to comply with customer (auditor) expectations toward 5S practice, this paper assists wafer fabrication managers in allocating the limited resources to places that are valued most by their customer. The paper aims to discuss these issues. Design/methodology/approach -This paper applied Yang's refined Kano model to Ho's 5S checklist to prioritise these checkpoints for a FAB. An empirical study based on Ho's 5S checklist from experienced internal auditors (respondents) to prioritise 5S activities was explored to justify its feasibility for a FAB and importance-satisfaction for customer. Findings -An empirical study in a case FAB demonstrated how the refined model prioritised 5S activities based on Ho's 5S checklist. The result of this study further showed that quality attributes possess different identities, which could offer management more framable scopes to implement 5S practice and sustain 5S scene management. Research limitations/implications -Since this empirical study was focused on a 300-mm wafer fabrication company, the results and findings may not generally explain other wafer-size fabrications. Practical implications -This study was applied to a real-world case of a newly built 300-mm semiconductor fabrication in Taiwan. It is a straightforward bridge to link a methodology in a practical manner to disseminate information to both researchers and practitioners. Originality/value -From the adoption of the refined Kano model, specific required check points for 5S practice are transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritised for semiconductor wafer fabrication under resources constraints to cater customer's 5S expectations and to generate more attention in building-up a much more robust scene management. This paper provided a systemic way to prioritise 5S activities for a semiconductor wafer fabrication.

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“…Although most quality gurus have stressed the importance of quality for bottom line results (see, Crosby 16 as the most outspoken proponent), these assertions could not be convincing since they lacked theoretical underpinning and empirical proof. Additionally, quantitative data on the profit impact of quality seemed to be relatively scarce and inconclusive (Wruck and 20 ), undermining the gurus' claim and strengthening the assumption that quality perfection might not be economically justified.…”

mentioning

confidence: 95%

Principles of evaluating quality investments

Freiesleben

2008

Quality & Reliability Eng

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Quality departments often experience difficulties selling the idea that first priority should be given to quality improvement. Most approaches to project budgeting favour traditional investments such as new product development, which are perceived as potential profit boosters. To compete with such investments, a clear economic logic is needed, which stresses the long-term benefits of better quality. The aim of this paper, therefore, is to provide a concise framework of how to think about quality investments in economic terms. By focusing on the principles of an economic evaluation, it highlights the major aspects of an improvement assessment and derives a simple measure for helping practitioners to determine the advantageousness of a quality initiative.

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Total quality management and theory: An exploratory study of contribution

Cited by 57 publications

References 20 publications

Influence of human factors on organisational performance

Influence of human factors on organisational performance

Prioritisation on 5S activities for a semiconductor wafer fabrication: an empirical study

Principles of evaluating quality investments

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