TQM Self‐assessment in the UK

Finn, Mark; Porter, Leslie J.

doi:10.1108/09544789410062821

Cited by 39 publications

(31 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This is in line with, for example, the findings of Finn & Porter (1994) and . As in earlier studies of self-assessment, the major benefits of participating in a quality award process were found to be a greater focus on improvement work, see Finn & Porter (1994) and van der Wiele et al (1996), processes, see Gadd (1995), and customers, see Brown & van der Wiele (1996) and Eriksson (2003b). In addition, participation in a quality award process is also perceived to have an impact on committed leadership and participation by everyone.…”

Section: Discussionsupporting

confidence: 77%

Organisational performance improvement through quality award process participation

Eriksson

Garvare

2005

International Journal of Quality &Amp; Reliability Management

View full text Add to dashboard Cite

The striving for business improvement and stronger customer orientation causes many organisations to participate in a quality award process. This study presents a case study of three organisations that have participated in the Swedish Quality Award process. The cases were selected in order to clarify how this award process could be used to improve organisational performance. The study focuses primarily on analyses of soft measures such as organisational core values. Several examples of approaches to how to benefit from a quality award process, and thereby to improve organisational performance, are provided. The studied organisations have been successful in their development and communication of visions, and also in their empowerment of employees. Specifically, the core values of customer orientation, process orientation, continuous improvement, committed leadership and participation by everyone have been strengthened. Findings from the case studies indicate that if the goal is to get lasting results, it is not sufficient to participate in a quality award process only once. Instead one should participate in the process several times, with enough time in between the applications in order to complete as many as possible of the improvement projects resulting from the evaluations.

show abstract

Section: Discussionsupporting

confidence: 77%

Organisational performance improvement through quality award process participation

Eriksson

Garvare

2005

International Journal of Quality &Amp; Reliability Management

View full text Add to dashboard Cite

show abstract

“…According to Brown and van der Wiele (1996), the organisations are positive in general to the results of self-assessment. Moreover, Finn and Porter (1994) state, according to a survey study, that companies are increasingly using self-assessment and that benefits from this approach are quickly realised. Samuelsson and Nilsson (2002) state, after studying nine large organisations, that there is no universal methodology for self-assessment.…”

Section: Theorymentioning

confidence: 99%

Experiences of working with in‐company quality awards: a case study

Eriksson

2003

The TQM Magazine

View full text Add to dashboard Cite

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. AbstractOne way to stimulate total quality management (TQM) efforts in an organisation is to work with a quality award. This paper presents a case study, based on both interviews and document studies, of a unit within the Swedish National Road Administration that has worked with an incompany quality award. The purpose of the case study was to study how a unit experiences and is affected by the work connected with an in-company quality award. Some positive experiences and effects were recognised, such as a perceived improved customer orientation, a comprehensive view of the business, a degree of participation by everyone, systematic improvement work and an increase in the average score from the examiners. The perceived main disadvantage is the amount of work that the in-company quality award requires, especially in the phase of description of activities.

show abstract

“…Improvement teams should be given the responsibility and the appropriate resources to implement actions according to the action plans and the strategic directions. Finally, the entire selfassessment process must be subject to regular reviews (Finn & Porter 1994). …”

Section: U N I C I P a L S E R V I C E S Elements Of Organisationalmentioning

confidence: 99%

Capacity self-assessment as a catalyst for improved municipal service delivery

Baalen¹,

Schutte

Leipzig

2015

J. S. Afr. Inst. Civ. Eng.

View full text Add to dashboard Cite

This research paper illustrates that accurate and truthful capacity assessments are a fundamental phase of any capacity building process, and that capacity assessments play a fundamental role in reaching the necessary performance efficiency. Service delivery performance enhancements by municipalities are becoming increasingly necessary. At the same time, however, the majority of municipalities in South Africa find themselves under-capacitated. Some municipalities are aware of the lack of capacity within their organisation, but are unable to identify, define and quantify these shortcomings. Many other municipalities are not aware of their capacity shortfalls. In both cases, this is often caused by the lack of necessary systems and procedures to assess the different dimensions of organisational capacity. In this regard, this research paper introduces a proposed Subjective Municipal Capacity Self-Assessment Model (SMCSAM) as an alternative solution to the current practices of the Municipal Demarcation Board. It is intended that this model be used internally by municipalities to sustain internal capacity building and performance enhancement initiatives.

show abstract

TQM Self‐assessment in the UK

Cited by 39 publications

References 0 publications

Organisational performance improvement through quality award process participation

Organisational performance improvement through quality award process participation

Experiences of working with in‐company quality awards: a case study

Capacity self-assessment as a catalyst for improved municipal service delivery

Contact Info

Product

Resources

About