published_or_final_version / Industrial and Manufacturing Systems Engineering / Doctoral / Doctor of Philosophy

by Lam Ka-chi, Ricky and Wong Suet-yee, Sheri. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 138-140). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.vii / LIST OF TABLES --- p.x / PREFACE --- p.xi / ACKNOWLEDGMENTS --- p.xii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Global Trend Towards Quality Improvement --- p.2 / Quality Improvement in Hong Kong --- p.5 / Chapter II. --- OBJECTIVES OF THE RESEARCH --- p.11 / General Objective --- p.11 / Ultimate Objective --- p.11 / Minor Objectives --- p.11 / Chapter III. --- METHODOLOGY --- p.13 / Primary Research - Questionnaire --- p.13 / Design of the Questionnaire --- p.13 / Content of the Questionnaire --- p.15 / Respondents of the Questionnaire --- p.16 / Primary Research - Interview --- p.18 / Secondary Research - Library Research --- p.19 / Chapter IV. --- LITERATURE REVIEW --- p.20 / Quality --- p.20 / Quality Productivity --- p.22 / Quality and Cost --- p.22 / Productivity and Cost --- p.24 / "Quality, Productivity and Cost" --- p.25 / Customers Satisfaction --- p.25 / Profitability --- p.25 / Quality: A Long-term Strategic Planning --- p.28 / Summing Up --- p.30 / Chapter V. --- DEFINITION --- p.33 / Some Operational Terms --- p.33 / Quality --- p.33 / Productivity --- p.33 / Company Performance --- p.34 / Quality Performance --- p.35 / Financial Performance --- p.35 / Gurus in Quality Management --- p.35 / Edward Deming --- p.35 / Joseph Juran --- p.39 / Philip Crosby --- p.42 / Armand V. Feigenbaum --- p.46 / Kaoru Ishikawa --- p.47 / Genichi Taguchi --- p.48 / Quality Improvement Techniques --- p.49 / Zero Defects --- p.49 / Quality Control Circle --- p.49 / Statistical Process Control (SPC) --- p.49 / Quality Control 7 Tools --- p.51 / Taguchi Method --- p.51 / Fool-proof (Poke Yoke) --- p.53 / Quality Function Deployment --- p.54 / International Standard Organization --- p.54 / Productivity Improvement Techniques --- p.56 / Work measurement --- p.56 / Layouts --- p.56 / Computer-integrated Manufacturing (CIM) --- p.56 / Material Requirements Planning (MRP) --- p.57 / Manufacturing Resources Planning (MRPII) --- p.57 / Just in Time (JIT) --- p.57 / Competitive Benchmarking --- p.58 / Self-directed Work Teams --- p.58 / Theory of Constraints --- p.58 / Chapter VI. --- HIGHLIGHT OF FINDINGS --- p.60 / Company Demographics --- p.60 / Company Size --- p.60 / Employees Turnover Rate --- p.60 / Company Sales Last Year --- p.61 / Number of Years Established --- p.61 / Overseas Branch or Subsidiary --- p.63 / Other Company Information --- p.65 / Company Performance --- p.69 / Customers Perception:Company Performance --- p.69 / Quality Performance --- p.73 / Financial Performance --- p.75 / Quality Improvement Techniques --- p.76 / Formal Approach to Quality Improvement --- p.76 / Separate Quality Department --- p.76 / Application of Quality Improvement Techniques --- p.81 / Quality Improvement -ISO 9000 --- p.92 / Quality Improvement - Understand & Specify Customer Requirements --- p.99 / Productivity Improvement Techniques --- p.105 / Formal Approach to Productivity Improvement --- p.105 / Productivity Improvement Techniques --- p.105 / Chapter VII. --- ANALYSIS AND DISCUSSION --- p.117 / Factor Analysis --- p.117 / Kaiser-Meyer-olkin Measure --- p.117 / Steps of Factor Analysis --- p.118 / VARIMAX Rotation --- p.118 / Interpretation of Factors --- p.118 / Factor 1 --- p.118 / Factor 2 --- p.121 / Factor 3 --- p.121 / Factor 4 --- p.122 / Factor 5 --- p.122 / Factor 6 --- p.123 / Regression --- p.123 / Total Quality Cost --- p.123 / Items Defective and Rework Cost --- p.126 / Returns and Warranty Cost --- p.126 / Internal Waste and Training Costs --- p.126 / Quality Performance --- p.127 / Financial Performance --- p.127 / Employee Turnover Rate --- p.127 / Employees' Satisfaction --- p.128 / Chapter VIII. --- CONCLUSION --- p.129 / APPENDIX --- p.131 / BIBLIOGRAPHY --- p.138

D.Comm. / In recent years, the criticality of increased productivity and competitiveness has accelerated in step with global trends towards privatisation, marketisation, and democratisation, coupled with a more highly educated, more vocal and more demanding consumer market. At a time when the technological gap between South Africa, North America, Europe, and the Pacific Rim is shrinking, competitive boundaries are expanding and, as a consequence, consumers have a growing range of products from which to choose. Quality increasingly guides produce selection. Consumer spending patterns have also changed to reflect increased concern for durability, partially as a response to environmental concerns. Increasing recognition of the inadequacies of traditional quality control functions to address the demand for higher quality products and services has launched a seminal transition to a more comprehensive, integrated approach to quality management. Total Quality Management (TQM) refers to the implementation of a "continuous improvement" process to address inefficiencies at all levels of the organisation. There is no single theoretical formulation of the TQM approach nor any definitive short list of practices that are associated with it. It is the product of the work of such quality experts as Crosby, Deming, Juran, and Ishikawa. The writings of these Gurus, as well as characteristics typical of most successful TQM processes. TQM is best viewed as a management philosophy which combines the teaching of Deming and Juran on statistical process control and group problem-solving processes with values concerned with quality and continuous improvement. TQM is endorsed as a powerful vehicle in the transition from the traditional price focus to quality strategies driven by customer expectations. Improving quality and adopting a customer focused orientation are so fundamental that they must take root in the very essence of the organisation. To achieve ambitious quality goals, the TQM philosophy must permeate all aspects of organisational functioning, underscoring the criticality of human resource excellence to total quality processes. The TQM approach is frequently endorsed by the impressive results attributable to it. Marked improvements in productivity and efficiency, profits, customer satisfaction, management-employee relations, job satisfaction, morale, and reductions in costs, inventory, defects and inspection requirements are among an array of reported benefits to be derived from TQM initiatives. The positive relationship between quality and productivity may be largely rooted in the involvement of all employees to execute quality agendas. The benefits of employee involvement from increased productivity, job satisfaction and performance to reduced absenteeism and turnover are well documented. Great emphasis is placed on including all employees in the TQM culture. Employees are expected to take responsibility for quality in two important respects. They are expected to call attention to quality problems as they do their normal work. Perhaps more important, they are expected to accept the continuous improvement culture and look for ways to do their work better. They are also expected to look for ways in which the overall operation of the organisation can be improved to enhance customer service. The most important overall focus of employee involvement concerns locating decisions at the lowest level possible in the organisation. This approach consistently advocates a bottom-up approach to management. Jobs or work at the lowest level are thought of as designed best when individuals or teams do a whole and complete part of an organisation's work process. In addition, it is argued that the individuals or teams should be given the power, information, and knowledge they need to work autonomously or independently of management control. The task of management is seen as one of enabling and empowering individuals or teams to function in an autonomous manner. Management is an enabler, culture setter, and supporter rather than a direction of employee action. This study focuses on the development of the TQM philosophy, and the development of a TQM model to be used as reference in the design of a TQM process in a manufacturing environment. It also endeavours to formulate an implementation process that can be used as guideline for implementing TQM in an organisation. Research has been based on literature studies, extensive experience in the workplace, and interaction with a wide variety of practitioners in the TQM environment. The study concludes that South African organisations can address the issues prohibiting real economic growth by continuously improving every product and service produced through the involvement of an empowered workforce, operating in teams, with the objective of achieving optimum customer satisfaction in the long-term.

by Wong Kung-Hin, Caleb. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 55-56). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / LIST OF TABLES --- p.v / ACKNOWLEDGEMENTS --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Quality--A Historical Perspective --- p.1 / Rise of Quality System Standards --- p.2 / ISO 9000 Series --- p.4 / Architecture of ISO 9000 Series of Standards --- p.5 / The Registration Process --- p.7 / Significance of ISO 9000 --- p.8 / Chapter II. --- METHODOLOGY --- p.13 / Purpose of the Paper --- p.13 / Literature Review --- p.14 / Chapter III. --- IMPLEMENTATION OF ISO 9002 --- p.16 / Company Profile --- p.16 / Selection of Standard --- p.18 / Overview of ISO 9002 --- p.19 / Process of Implementation --- p.20 / Selection of Registration Body --- p.26 / Hints to Successful Implementation --- p.27 / Cost and Benefit of Implementation --- p.33 / Limitation of ISO 9000 --- p.37 / Comparison of ISO 9000 and Malcolm Baldrige National Quality Award --- p.38 / Chapter IV. --- CONCLUSION --- p.43 / APPENDIX 1 History of QA Standards --- p.51 / APPENDIX 2 Adoption of ISO 9000 --- p.52 / APPENDIX 3 Asia Pacific Lens Plant Management Organization --- p.53 / APPENDIX 4 Asia Pacific Lens Plant Process Flow --- p.54 / BIBLIOGRAPHY --- p.55

by Cheung Kwok-wah. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves [1]-[2] (2nd group)). / ABSTRACT --- p.ii / TABLE OF CONTENT / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- DEFINITION OF TOTAL QUALITY MANAGEMENT --- p.2 / Chapter III. --- QUALITY AWARENESS IN HONG KONG --- p.3 / Chapter IV. --- TOTAL QUALITY MANAGEMENT PRACTICE IN HONG KONG --- p.4 / Chapter V. --- ISO9000. / Chapter A. --- What is ISO 9000 ？ --- p.6 / Chapter B. --- Benefit of ISO 9000 --- p.6 / Chapter C. --- ISO 9000 Certification in Hong Kong --- p.7 / Chapter VI. --- PURPOSE OF THE STUDY --- p.8 / Chapter VII. --- LITERATURE REVIEW --- p.9 / Chapter A. --- Approach for implementation of Total Quality Management --- p.9 / Chapter B. --- Factors associated with the success of implementation of TQM --- p.9 / Chapter 1. --- Management commitment and Total Quality Management --- p.10 / Chapter 2. --- Involvement of people and Total Quality Management --- p.10 / Chapter 3. --- Quality Training and Total Quality Management --- p.11 / Chapter 4. --- Measurement of quality cost and Total Quality Management --- p.12 / Chapter 5. --- "Rewards, Recognition and Total Quality Management" --- p.14 / Chapter C. --- Reasons for implementing quality improvement prcgramme --- p.14 / Chapter D. --- Barriers to the implementation of Total Quality Management programme --- p.15 / Chapter VIII. --- METHODOLOGY / Chapter A. --- Target population and sampling --- p.16 / Chapter B. --- Target survey group --- p.16 / Chapter C. --- The questionnaire design --- p.17 / Chapter D. --- Questions grouping --- p.17 / Chapter XI. --- SURVEY RESPONSES / Chapter A. --- Profile of the respondents --- p.19 / Chapter B. --- Reasons for implementation of Total Quality Management programme --- p.22 / Chapter C. --- Total Quality Management approach --- p.23 / Chapter D. --- Quality department and Total Quality Management --- p.24 / Chapter E. --- Quality training and Total Quality Management --- p.25 / Chapter F. --- "Rewards, Recognition and Total Quality Management" --- p.26 / Chapter G. --- Quality costs and benefits measurement and Total Quality Management --- p.27 / Chapter H. --- Achievements observed after implementation of Total Quality Management programmes --- p.30 / Chapter I. --- Difficulties encountered during implementation of TQM programme --- p.31 / Chapter J. --- Outside resources for implementation of Total Quality Management programmes --- p.33 / Chapter K. --- Opinions from manufacturers who have implemented Total Quality Management programmes --- p.34 / Chapter L. --- Progress of ISO 9000 --- p.36 / Chapter M. --- Comparison on Total Quality Management Practices between HK based and China based Manufacturers --- p.37 / Chapter N. --- Summary --- p.43 / Chapter X. --- RECOMMENDATIONS --- p.46 / Chapter XI. --- ACKNOWLEDGEMENT --- p.48 / REFERENCE / Chapter APPENDIX 1. --- Questionnaire / Chapter 2. --- Respondents profile by product nature / Chapter 3. --- Respondents profile by company size / Chapter 4. --- Respondents profile by length of time of TOM programme / Chapter 5. --- Reasons for implementation of TQM programme / Chapter 6. --- Total Quality Management approach / Chapter 7. --- Quality training provided to / Chapter 8. --- ISO 9000 status

by Wong, Tony Ton. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 78-80). / Chapter CHAPTER I --- INTRODUCTION --- p.1 / Chapter CHAPTER II --- PROJECT BACKGROUND --- p.3 / BRIEF HISTORY OF QUALITY MANAGEMENT IN INDUSTRIALIZED NATIONS --- p.5 / PHILOSOPHIES OF QUALITY MANAGEMENT --- p.6 / BRIEF HISTORY OF MANUFACTURING IN HONG KONG --- p.8 / SOCIO-ECONOMIC SIGNIFICANCE OF THE MANUFACTURING SECTOR --- p.9 / TRENDS AND OPPORTUNITIES --- p.10 / HISTORICAL ACCOUNT OF QUALITY MANAGEMENT IN THE MANUFACTURING SECTOR --- p.13 / Chapter CHAPTER III --- METHODOLOGY --- p.18 / SELECTION OF SURVEY TARGETS --- p.18 / QUESTIONNAIRE DESIGN --- p.20 / COMPANY PROFILES --- p.20 / IMPLEMENTATION STAGES AND COMMON TECHNIQUES --- p.21 / ACQUISITION OF QUALITATIVE DATA --- p.22 / CONDUCTING THE SURVEY --- p.22 / Chapter CHAPTER IV --- SURVEY RESULT ANALYSIS --- p.26 / COMPANY PROFILES --- p.27 / INDUSTRY OF THE SURVEY PARTICIPANTS --- p.27 / LOCATIONS OF MANUFACTURING FACILITIES --- p.30 / PRODUCTION PROCESSES --- p.31 / EMPLOYEE SIZE --- p.32 / EDUCATION LEVELS OF EMPLOYEES --- p.34 / IMPORTANCE OF WORKER SKILL LEVELS --- p.34 / IMPORTANCE OF STANDARD PROCEDURE --- p.35 / CRITICAL EXTERNAL FACTORS --- p.36 / INTRA-COMPANY COMMUNICATION --- p.37 / QUALITY MANAGEMENT SYSTEM IMPLEMENTATION AND TECHNIQUES --- p.39 / DRIVING FORCE FOR QUALITY IMPROVEMENT --- p.39 / MANAGEMENT STYLE --- p.40 / MEDIUM TERM CORPORATE OBJECTIVES --- p.42 / HISTORY OF FORMAL QUALITY MANAGEMENT PROGRAM --- p.43 / QUALITY IMPROVEMENT METHODOLOGIES --- p.44 / APPLICATION OF SQC TECHNIQUES --- p.47 / QUALITY IMPROVEMENT TEAMS --- p.48 / TRAINING FOR QUALITY IMPROVEMENT --- p.51 / MOTIVATION TECHNIQUES --- p.53 / ACCREDITATION ON ISO´ؤ9000 SERIES STANDARD --- p.54 / MAJOR OBSTACLES TO QUALITY IMPROVEMENT --- p.56 / STAGES OF QUALITY MANAGEMENT SYSTEM IMPLEMENTATION --- p.58 / MANAGEMENT STYLE AND QUALITY OBJECTIVES --- p.60 / IMPACT OF ISO-9000 ACCREDITATION ON QUALITY PRIORITIES --- p.61 / Chapter CHAPTER V --- CONCLUSIONS AND RECOMMENDATIONS --- p.64 / CONCLUSIONS --- p.64 / RECOMMENDATIONS AND FUTURE WORK --- p.67 / FURTURE WORK --- p.67 / APPENDICES AND OTHER ATTACHMENTS --- p.69 / APPENDIX 1 - COVER LETTER DESIGN --- p.70 / APPENDIX 2 - SAMPLE SURVEY QUESTIONNAIRE --- p.71 / APPENDIX 3 - MEISTER'S TEN LESSONS ON TRAINING --- p.75 / APPENDIX 4 - HYPOTHESIS TEST ON THE DIFFERENCE BETWEEN TWO POPULATION PROPORTIONS --- p.76 / BIBLIOGRAPHY AND REFERENCES --- p.78

by Chun-pong Kwok. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves [144]-[151]). / ACKNOWLEDGEMENTS / ABSTRACT / Chapter CHAPTER 1. --- Introduction --- p.1 / Chapter 1.1 --- ISO 9000 as an isomorphic process in Hong Kong industries --- p.2 / Chapter 1.2 --- Theoretical and Empirical Background --- p.3 / Chapter 1.3 --- Methods --- p.6 / Chapter 1.4 --- Internal Organization of each chapter --- p.8 / Chapter CHAPTER 2. --- ISO 9000 As An Isomorphic Process In Hongkong industries / Chapter 2.1 --- Origin of ISO9000 --- p.11 / Chapter 2.2 --- ISO's Popularity in Global and Local Markets --- p.12 / Chapter 2.3 --- Some Characteristics of ISO9000 --- p.13 / Chapter 2.4 --- ISO 9000 as an Isomorphic Process in the Organizational Field --- p.17 / Chapter 2.5 --- The Current Models Explaining the Popularity of ISO9000 / Chapter 2.51 --- ISO as a Trade Restriction --- p.18 / Chapter 2.52 --- The Market Driven Thesis --- p.20 / Chapter 2.53 --- ISO as a Product Promoted by Professional Groups --- p.23 / Chapter 2.54 --- ISO as a Result of Rational Choice --- p.25 / Chapter 2.6 --- Recapitulation --- p.27 / Chapter CHAPTER 3. --- Institutional Theories of Organizations and the Sensemaking Perspective / Chapter 3.1 --- What is An Institution? --- p.30 / Chapter 3.2 --- Institutional Theory of Organizations: From Old to New --- p.32 / Chapter 3.21 --- The Old Institutional Theory of Organizations --- p.32 / Chapter 3.22 --- Contributions of The Old Institutional School --- p.35 / Chapter 3.23 --- The Neo-Institutionalism In Organizational Analysis --- p.36 / Chapter 3.23 --- a Isomorphic Processes and Mechanisms --- p.39 / Chapter 3.23 --- b An Alternative Model Defined by Richard Scott --- p.40 / Chapter 3.24 --- The Weaknesses of The Neo-Institutional Approach To Organizational Analysis --- p.44 / Chapter 3.3 --- What is Sensemaking? --- p.47 / Chapter 3.31 --- Sensemaking In Organizations --- p.47 / Chapter 3.32 --- The Powerfulness of Sensemaking --- p.49 / Chapter 3.33a --- Sources of A Good Sense --- p.51 / Chapter 3.33b --- The Fragility of Sensemaking and Its Maintenance --- p.52 / Chapter 3.4 --- Conclusion --- p.54 / Chapter CHAPTER 4. --- A Closer Examination Of The Institutional Isomorphism / Chapter 4.1 --- Different Organizations are all in the same field --- p.55 / Chapter 4.2 --- How Cocecive/ Regulative Institution Works --- p.59 / Chapter 4.3 --- How Cognitive Institution Works --- p.61 / Chapter 4.4 --- How Normative Institution Works --- p.65 / Chapter 4.5 --- The Mutual Reinforcement of Institutional Pressures in the Environment --- p.69 / Chapter 4.6 --- Recapitulation --- p.71 / Chapter 5. --- Institutional Sources of Sensemaking and Its Strategies --- p.72 / Chapter 5.1 --- The Nature of Sensemaking --- p.73 / Chapter 5.2 --- Extraorganizational Sources of Sensemaking --- p.76 / Chapter 5.21 --- Market Signaling --- p.77 / Chapter 5.22 --- Reduction Of Responsibility ----Measure To Cope With Inevitable Risk --- p.84 / Chapter 5.3 --- Intraorganizational Sources of Sensemaking --- p.86 / Chapter 5.31 --- ISO 9000 as a Conflict Resolution Device --- p.87 / Chapter 5.3 la --- Misunderstandings --- p.87 / Chapter 5.31b --- Fault Aversion --- p.88 / Chapter 5.32 --- Labour Control and Deskilling Device --- p.89 / Chapter 5.4 --- Sensemaking Strategies --- p.92 / Chapter 5.5 --- Conclusion --- p.94 / Chapter 6. --- The Management Of Misfits And Dissonance --- p.96 / Chapter 6.1 --- The Dissonance and The Failure of Prophecy --- p.96 / Chapter 6.2 --- The Puzzle of Quality and Efficiency Improvement --- p.98 / Chapter 6.21 --- The Shortcomings of The System --- p.98 / Chapter 6.22 --- The Shortcomings of The Certified Companies --- p.100 / Chapter 6.23 --- The Shortcomings of The Certifying Bodies --- p.102 / Chapter 6.3 --- Strategies used to resolve the dissonance --- p.102 / Chapter 6.31 --- The Postponement Of Realizing Of The Promise --- p.103 / Chapter 6.32 --- Dissociation From The Unqualified Certifying Bodies --- p.103 / Chapter 6.33 --- Redefining The Goals Of Adopting ISO9000 --- p.104 / Chapter 6.4 --- The Transformation From Ambiguity To Flexibility --- p.105 / Chapter 6.5 --- Labour Resistance --- p.108 / Chapter 6.6 --- Conclusion --- p.111 / Chapter 7. --- Recapitulation: A Theory of Social Action In Insitutional Analysis --- p.113 / Chapter 7.1 --- "A Theory of Constraint: Institutions, Institutional Environment And Institutionalism In the Organizational Field" --- p.114 / Chapter 7.2 --- Theory of Action --- p.118 / Chapter 7.3 --- Implications of the Study --- p.120 / Chapter 7.31 --- The Eclipse of The Actor's Motivations Under Institutions --- p.120 / Chapter 7.32 --- The Extension of Conception of The Organizational Field --- p.122 / Chapter 7.33 --- Overinvestment in ISO 9000 --- p.122 / Chapter 7.4 --- A Possible Research Agenda --- p.124 / APPENDIX I --- p.125 / APPENDIX II --- p.141 / APPENDIX III --- p.143 / BIBLIOGRAPHY