published_or_final_version / Housing Management / Master / Master of Housing Management

Thesis--University of Michigan, 1996.

Thesis--University of Michigan, 1996.

Thesis (M.B.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 74-75).

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 97-99).

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 111-115).

Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2016. / The study has been carried out on impact of implementing ISO standards on SMEs to seek general evaluation of its benefits. The purpose of this paper is to outline the benefits of ISO implementation on South African small- and medium-sized enterprises (SMEs). The SME sector is the backbone of developed economies, which is regarded as the engine of growth for economies all over the world. For developing countries, SMEs often offer the only realistic prospects for increases in employment since they employ the largest percentage of the workforce population. With the trend towards global market orientation and trade liberalisation, SMEs are moving towards implementing quality systems. The empirical study aims to explore current implementation of quality management tools and advanced improvement techniques in the Western Cape SMEs, in order to understand what factors impact on how quality control is managed. Two main categories are analysed, namely tangible and intangible. This study will assist other SMEs in developing countries on ISO 9000 implementation. This study is restricted to small and medium-sized companies in South Africa implementing ISO system and other quality tools or techniques. Data collection of this study is done based on a combination of survey questionnaires and interviews with managers, supervisors and general staff.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: Globalisation has changed markets significantly. In order to maintain and improve competitiveness it is generally agreed among executives that the quality of products and services is essential (Omachonu & Ross, 1994: iii). In order to strive for higher quality, organisations have chosen different paths to achieve this goal. Several years ago one of the most discussed topics was the DIN EN 9001 certification. Thousands of organisations have taken this step towards quality management and are certified today. The DIN EN 9001 became the global standard, and there are markets where companies are not able to operate without this certification anymore. Some companies have profited greatly from the introduction of ISO 9000, because for the first time a quality management system (QMS) was introduced. It initiated significant restructuring programs. Consequently, processes were streamlined and organisations became more transparent. But many companies still do not “live” the concept, but instead and only show relevant paperwork to the external certification body in order to obtain the certificate. Even more particularly companies, which live the QMS face the question of which concepts are suitable to not only further improve quality and productivity but also to generate long-term sustainable business success. For these companies Total Quality Management (TQM) can be a very promising concept. Although the concept of TQM already dates back several decades it became very popular recently. TQM is a concept that puts quality in the centre of all aspects. Its principles encompass the involvement of all employees, and it strives for long-term customer satisfaction. TQM is based on continuous improvement and focuses on sustainable achievements. The objectives of this approach are not only long-term business success but also benefits for the individual employees and the society. Therefore TQM can be considered as one of the most far-reaching quality concepts existing today. The Fliess Company is a medium sized production company for welding wires. In 2001 Fliess introduced the IS0 9001: 2000. It has taken the company several years to fully live the QMS, after it mainly introduced it only to satisfy customers’ requirements of the certification. Today the processes are aligned in accordance with ISO 9001: 2000 and the company lives the QMS. But as a producer of very specialised premium products, management realised that it needed continuing on in order to maintain the competitive advantage. Therefore Fliess is busy at present implementing TQM. There are various areas of applying TQM at Fliess. The main focus lies on further improving customer satisfaction through continuous improvement and special attention is paid to the involvement of the individual employee. But TQM needs to be implemented in a very careful way to prevent a failure. Organisational changes must be supervised closely by top management. If top management is not fully committed and does not fully support the implementation in both the short and long term it can be very frustrating for the employees, and the implementation will not only fail but might even have negative effects, too. / AFRIKAANSE OPSOMMING: Globalisasie het markte geweldig verander. Ten einde kompeterendheid te behou en te bevorder is bestuurders dit eens dat hoë kwaliteit van produkte en dienste noodsaaklik is (Omachonu & Ross, 1994: iii). Maatskappye volg verskillende roetes in die strewe na hoë kwaliteit, en hierdie ondersoek fokus op hoofkonsepte rakende kwaliteit en kwaliteitsbestuur. ’n Tydjie terug was die bespreking van “sertifisering” hoog op die agenda van enige kwaliteitsforum. Maatskappye het groot baat gevind met die bekendstelling van ISO 9000, waar daar vir die eerste keer ’n kwaliteitsbestuur program ingestel is. Dit het tot grootskaalse maatskappy verandering en proses herstrukturering gelei, en maatskappye in geheel het meer deursigtig geword. Duisende maatskappye het die stap geneem en is vandag gesertifiseer. Die DIN EN ISO 9000 het die globale standaard geword, en daar is markte waar maatskappye sonder diè sertifisering nie langer besigheid kan beoefen nie. Daar is egter steeds maatskappye wat nie regtig die stelsel “uitleef” nie, maar bloot sertifisering soek omdat kliënte dit vereis – nie omdat hulle self dit wil toepas nie. Selfs maatskappye wat die stelsels ten volle inkorporeer het staan egter voor die uitdaging van hoe hulle kwaliteit verder kan verbeter en op langtermyn ’n suksesvolle onderneming kan verseker. Vir baie van die maatskappye is Totale Kwaliteitbestuur (Total Quality Management - TQM) ’n belowende konsep. Alhoewel TQM konsepte reeds ’n hele aantal jare terug ontwikkel is, geniet dit huidiglik ’n nuwe oplewing. TQM plaas kwaliteit in die middelpunt van aktiwiteite, insluitende die volledige betrekking van werknemers en langtermyn kliënte tevredenheid. TQM is gebaseer op kontinue verbetering en fokus op volhoubaarheid. Die doelwitte sluit nie net langtermyn besigheidsukses in nie, maar ook voordele vir individuele werknemers en die samelewing in geheel. Dus kan TQM gesien word as een van die mees omvattende kwaliteitskonsepte wat huidiglik bestaan. Die ontwikkeling en toepassing van die konsepte soos bo beskryf word in hierdie verslag voorgestel en uitgelig aan die hand van die Fliess Maatskappy, ’n medium grootte vervaardigingsmaatskappy van sweisdrade. In 2001 het Fliess die ISO 9001:2000 standaard begin implementeer. Dit het ’n hele aantal jare geneem voordat die stelsel volledig benut is, nadat dit aanvanklik bloot op grond van kliëntevereistes ingestel is. Vandag kan daar met trots gesê word dat alle prosesse in lyn is met die sertifiseringsvereistes, en die maatskappy “lewe” die ISO 9001:2000 standaard. Bestuur besef egter die noodsaaklikheid om verder te ontwikkel en aan te pas in die hoogs kompeterende omgewing ten einde hulle kompeterende voordeel nie net te behou nie maar uit te bou. Daarom is Fliess besig om TQM beginsels verder uit te brei en in verskillende areas te implementeer om sodoende kliënte tevredenheid te verhoog – dit word gedoen deur veral deurlopende verbetering en die betrokkenheid van elke individuele werknemer.

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration