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In Quality Management and Total Quality Management (TQM) customer focus and customer value creation is of importance and in organisations it is of high priority. Quality Management has had an internal focus when it comes to customer value creation but in the 21st century there is a need for an outward orientation and to go beyond the organisational borders. Also an increasing interest in social, societal and environmental issues can be seen, for instance by customers, organisations, quality awards and within the quality area. An area that considers these issues is the societal entrepreneurial sector.   The purpose of this thesis has been to contribute to the knowledge and understanding about customer value creation from a system view. Additionally the purpose has been to contribute to the development of Quality Management. In order to fulfil the purpose, case studies have been performed. Cases within the societal entrepreneurial area have been studied and seven studies have been performed. Data have been collected through interviews, direct observations, participating observations and documents. All data have been collected empirically except in one study where a literature case study was used. The data were analysed through tools such as process mapping, attribute value mapping and rich picture process maps combined with analytical methods for case study research. The research journey started out from TQM and an internal perspective on customer value creation. As the studies went on, the system borders became wider as other areas important to customer value creation were identified: the customer value creating system went from an internal perspective to include an external perspective.    The findings contribute to earlier research findings and give a comprehensive and simplified picture of a complex phenomenon and an opportunity to understand customer value creation from a system view. This thesis provides an overall map of the customer value creating system. Additionally it contributes to the development of Quality Management by expanding the view on customer value creation to include both an internal and an external oriented perspective. It also contributes by suggesting a fifth step in the quality management movement ´System Quality Management´ that considers social, societal and environmental factors through continuous improvement before, during and after value creation for customers. Further it contributes with a developed view on customers and the concept of customer value creation.   The overall map provided includes three areas. Growth and development of societal entrepreneurial initiatives. The result shows important components for the creation of societal value based on the growth and development of societal entrepreneurial initiatives. Included are the processes, input and output important for societal value creation from unidentified needs until societal value can be delivered, management process and support process fields.  Customer value creation in the customer sphere.  Customer value has been found to be created beyond the use or purchase of a product or service. Value has also been found to be created for those that are not in direct contact with an initiative or its product or service. Customer value has been found to spread into society like ripples in a complex system of value creation. And Value Ripple Logic has been developed to describe this phenomenon. Management role in customer value creation. The management’s role in value creation has been found to be of importance in the creation of customer value in an indirect way through interaction with the surroundings and the initiative.  Factors and behaviours have been found which are connected to the leaders and their essential management processes along with their input and output.   The findings presented in this thesis have considerable potential for development. Further studies need to be done within the area concerning how customer value is created and to achieve an even more comprehensive picture of the customer value creating system and the suggested fifth step. The results presented in this thesis are a contribution to the knowledge and understanding about customer value creation from a system view and the development of the Quality Management. / <p>Vid tidpunkten för disputationen var följande delarbeten opublicerade: delarbete 6 accepterat för publicering och delarbete 7 inskickat.</p><p>At the time of the doctoral defence the following papers were unpublished: paper 6 accepted for publication and  paper 7 submitted.</p>

<p>Sammandrag</p><p>Denna studie tar upp problematiken vid införande av administrativa stödprojekt vid Uppsala universitet, främst hur motstånd till förändring kan motverkas. Problemet definieras genom frågan: Hur kan Uppsala universitet effektivisera implementeringen av administrativa stödprojekt? Syftet med denna studie är att lyfta fram kritiska framgångsfaktorer vid genomförandet av projekt. Färdigimplementerade administrativa stödprojekt studerades genom personliga intervjuer med projektansvariga och administratörer på institutioner. Upptäckterna analyserades med hjälp av en processorienterad teori baserad på Demingcykeln. Erfarenheterna utkristalliserades till konkreta riktlinjer och råd för framtida projektimplementeringar vid Uppsala universitet. Den främsta riktlinjen var att i större utsträckning informera och motivera de som kommer att påverkas av projektet.</p>

Den reviderade versionen av standarden för kvalitetsledningssystem, ISO 9001, publicerades i september 2015. Tidigare forskning visar att flera undersökningar har funnit en positiv inverkan av ISO 9001 medan andra studier inte kunnat fastställa detta resultat. Syftet med studien var att undersöka de främsta förändringarna i reviderade ISO 9001 som uppfattades möta företags och organisationers interna kunders behov. En kvalitativ undersökning genomfördes i form av intervjuer med tio respondenter. Resultatet av intervjuerna visade att standarden ansågs ge förutsättningar för att kunna bygga ett kvalitetsledningssystem som är anpassat till behoven i organisationen. I den reviderade standarden har ledningen ett tydligare ansvar för kvalitetsledningssystemet vilket är den förändring som främst uppfattades möta de interna behoven. Studiens resultat är ett bidrag till företag och organisationer som önskar öka sin kunskap om vilken kundnytta ISO 9001:2015 kan bidra med till de interna kunderna. / The revised version of the standard for quality management, ISO 9001, was published in September 2015. Previous research has shown that several studies have found a positive effect of the standard while other studies have not been able to determine this result. The aim of the study was to examine if the main changes in the revised ISO 9001 was perceived to meet companies and organizations internal customers needs. A qualitative study was conducted in the form of interviews with ten respondents. The result of the interviews showed that the standard was considered to provide the conditions to build a quality management system that is tailored to the needs of the organization. In the revised standard, management has a clear responsibility for the quality management system which was the change that was primarily conceived to meet the internal needs. The results of the study are a contribution to companies and organizations that wish to increase their knowledge aboutthe customer benefits which ISO 9001: 2015 may contribute to the internal customers.

Made available in DSpace on 2016-04-25T18:39:53Z (GMT). No. of bitstreams: 1 Fabio Luiz Lourenco Favaron.pdf: 2666934 bytes, checksum: cbf4ba12d78382c5ffc580eca358bc71 (MD5) Previous issue date: 2012-12-14 / In today's context of extreme market competition, many companies aiming to achieve excellence in quality and customer satisfaction seek answers in implementing Quality Programs such as TQM (Total Quality Management), or in adhering to the Quality Awards of international recognition, with the goal of creating a culture of quality within the company. The present study aims to investigate whether, with this organizational management focused on quality, the financial performance of these companies are differentiated to the companies in which there is, or there is little, concern for an effective quality management that permeates the entire organization. In this scenario, the central question to be answered is: quality management brings higher financial results for companies which seek this culture of quality and organizational excellence?. For this analysis was specifically chosen the energy sector, because it is the sector that accumulates the highest number of winners in PNQ as well as it is a representative sector for the Bovespa and the Brazilian economy, on a total amount of 54 firms analysed. To measure company performance, it was used the approach suggested by Matarazzo (2010), which includes indicators of capital structure, liquidity and profitability, in order to arrive at a final grade of the overall performance of the firm in the period of 2007 to 2011. In response to the issue raised with the research problem, it is concluded that in fact the participation in PNQ, symbol of excellence in total quality management, implies higher average scores when compared to companies that do not adopt the prize. Moreover, as confirmed by statistical tests, we can also conclude that the mere participation in the quality awards, because it involves a development of a culture focused on quality, implies superior results, regardless of whether or not the company win the award. In fact, by testing, it founds no evidence to say that averages between winners and participants are different / No atual contexto de extrema competição mercadológica, inúmeras empresas visando alcançar objetivos de excelência em qualidade e de satisfação de seus clientes procuram respostas na implantação de Programas da Qualidade, como o TQM (Total Quality Management), ou na adesão aos Prêmios da Qualidade, de reconhecimento internacional, com o objetivo de criar uma cultura da qualidade dentro da empresa. O presente estudo pretende averiguar se, com essa gestão organizacional voltada à qualidade, o desempenho financeiro dessas empresas é diferenciado quando comparados a empresas em que não há, ou há pouca, preocupação com uma efetiva gestão da qualidade, que permeie toda a organização. Neste cenário, a questão central a ser respondida é: a gestão da qualidade traz resultados financeiros superiores para as empresas que buscam essa cultura da qualidade e uma maior excelência organizacional? Para esta análise foram escolhidas especificamente as empresas do setor de energia, por ser o setor que acumula o maior número de vencedores no PNQ (Prêmio Nacional da Qualidade), além de ser um setor representativo para a Bovespa e para a economia brasileira, num total de 54 empresas analisadas. Para se medir o desempenho da empresa, foi utilizada a abordagem sugerida por Matarazzo (2010), que contempla índices de estrutura de capital, liquidez e rentabilidade, de forma a se chegar numa nota final do desempenho global da firma para o período estudado de 2007 a 2011. Em resposta à questão levantada com o problema de pesquisa, conclui-se que a participação das empresas no PNQ, símbolo da excelência na gestão da qualidade total, implica em médias das notas maiores, quando comparados às empresas que não adotam o prêmio. Ademais, conforme confirmado pelos testes estatísticos, pode-se concluir também que a mera participação na premiação, por envolver um desenvolvimento de uma cultura voltada à qualidade, implica em resultados superiores, independente de a empresa vencer ou não a premiação. De fato, pelos testes realizados, não se constataram evidências para dizer que as médias entre vencedoras e participantes são diferentes

Práce vymezuje pojetí kvality ve školství, její vývoj a hodnocení. Dává přehled, jaké modely a nástroje se dají využívat pro řízení kvality ve vzdělávací instituci - jedná se o normu ISO 9001:2000, ISO/IWA 2:2003, filosofii TQM, Model excelence EFQM a model CAF. Dále zjišťuje pomocí dotazníkového šetření, jak základní a střední školy v ČR vnímají kvalitu a zda znají nebo využívají některé přístupy pro řízení kvality.

In drug, medical, and consumer products businesses, leaders should establish strategies that ensure production of quality products and drive profitability. Sales of defective or substandard products carry a potential risk of unintended effects on the consumer. The purpose of this single case study was to explore the strategies used by leaders to influence a culture of quality and compliance, leading to production of saleable products, and business profitability. The conceptual framework of the theory of constraints served to guide the scope and data analysis for this study. Participants included ten individuals with a minimum of 5 years of experience at the study company, based in the northeast region of the U.S., in director, manager, and technical leader roles who participated in individual, telephone-based interviews. Additional data sources for methodological triangulation included observations during a tour of the headquarters site, and analysis of policies, procedures, annual reports, and publicly available information. Data analysis included coding of the data and analysis to identify themes and patterns that identify the strategies leaders use to embed a culture of quality. The emergent themes in this study included: leadership, culture and habits, communications, and management systems and data analysis. The findings of this study may contribute to positive social change and improved business practice by providing tools and skills needed by business leaders to ensure product quality and business success. By consistently delivering quality products to the market, the organization builds a sustainable business where the community can benefit from a stable supply of jobs and the consumer from a reliable supply of products that safely meet customer needs.

The basic objective of this research was to assess the suitability of Total Quality Management (TQM) via the International Standards Organization (ISO) 9000/2000 quality accreditation system route for bringing about organisational transformation in the Indian Railways and to develop an India specific model for taking an ISO certified organization towards TQM.The first part of the research aimed at getting the ‘as is’ and ‘should be’ status of Indian Railways from an organisational change point of view. Based on the work carried out by Khandwalla (1995), a series of open-ended and close-ended questions were asked to the senior members of Indian Railways. Analysis of their responses was undertaken. It indicated that the way they thought Indian Railways should change was in line with the TQM model of change.The culture-TQM fit was studied as a part of this research. ‘Hierarchy’ (or power distance) and its related concept ‘collectivism’ were identified as the two cultural constructs which affect the successful implementation of TQM. The second part of the research aimed at measuring the hierarchical orientation among the employees of Indian Railways. This was measured on three dimensions of ‘dependency proneness’, ‘personalised relationship’ and ‘status consciousness’ based on the work done by Sinha (1995). It was found that among the three dimensions, ‘status consciousness’ and ‘dependency proneness’ were more deeply entrenched cultural traits among Indian Railway employees as compared to ‘personalised relationship’. On the two dimensions of ‘status consciousness’ and ‘dependency proneness’, the class 1 officers of Indian Railways were less hierarchy conscious than the class 2 officers who, in turn, were less hierarchy conscious than the supervisors. The tendency for ‘personalised relationship’ did not vary significantly either across the class 1 officer, class 2 officer and supervisor categories or across different age groups. Further, employees less than 30 years old, from 31 years to 50 years old and more than 50 years old, demonstrated similar level of ‘status consciousness’ and ‘dependency proneness’. This shows that at least in the Indian Railways, even among the younger generation, notwithstanding 15 years of liberalisation, hierarchical orientation continues to be a powerful cultural trait.The third part of the research aimed at understanding the impact of ISO 9000 implementation in the Indian Railway units. It was found that, contrary to the literature, there was no resistance to implementation of ISO based change in the Indian Railways. This research argues that because of their strong sense of identity with their work group, the employees of Indian Railways are more amenable to an internal leader initiated change. Hence there was no resistance to change.The fourth part of the research was an action research project aimed at ISO 9000:2000 certification of a warehousing unit in the Indian Railways. This was carried out to investigate the way organisational learning occurred during ISO certification. Three action cycles were conducted over a period of two months. Seven months later, one additional cycle was completed. Special care was taken to see that the conclusions arrived after one cycle were validated from other sources. It was found that departmentalism and lack of team spirit are major problems in Indian Railways. Both are ascribed to the caste system in India. It is hypothesised that since an Indian Railway employee remains in a department throughout his/her career, the department becomes his/her ‘professional caste’. The research then identifies an Indianised version of leadership in the context of organisational change. It hypothesises that hierarchical teacher-student (guru-shishya) relationship with the leader invokes personal bases of power which promotes change in India. The teacher-student (gurushishya) relationship with the leader is conceptually similar to ‘intellectual stimulation’ factor of transformational leadership. The ‘personalised relationship’ with a more equitable slant can be elevated to the status of ‘individualised consideration’ factor of transformational leadership and the Nurturant Task (NT) leadership model of India is conceptually similar to the contingent reward factor of transformational leadership.In the context of TQM, this research hypothesises that there is a sequential relationship among the critical success factors (CSFs) of TQM. For this, one should begin by framing process-based quality procedures and quality objectives. Process based quality procedures and quality objectives lead to development of team orientation in the context of TQM implementation. Similarly, a multi-tier Corrective and Preventive Action (CPA) reinforced with a reward and recognition system, positively intervenes in the transition of an ISO certified organization towards TQM.The learning arrived at in different parts of the research was finally integrated into a model for transforming an ISO certified unit towards TQM. The model shows that propagation of customer satisfaction as a value and not just as a measurement- as in a customer satisfaction index – is key for replacing some of the dysfunctional traditional Indian values which do not fit in a liberalised economy. More specifically, the compulsion of implementing a ‘Corrective / Preventive Action’ makes a person come out of his/her traditional moorings and thus begins his/her socialisation outside his/her ‘professional caste’. The reinforcing effect of successive improvement inculcates a feeling of team spirit among members of different functional groups. Successive CPAs supported by a suitable reward system and an Indianised version of leadership mentioned earlier create a spiral vortex which continually pulls the organization towards achieving TQM.Finally, this research establishes a link between the soft system methodology and an India specific cultural dimension called ‘context sensitivity’. The researcher argues that it is because of context sensitivity of Indians that no resistance to change was found during ISO implementation in Indian Railways. This also explains why post liberalisation Indians have been able to make a mark in the world.

本研究旨在利用「模糊相似性整合法」與「模糊層級分析法」，針對美國馬康包立茲國家品質獎的評審標準與國內學校行政管理專家的意見，建構高級中學全面品質教育的指標，並運用所建構的指標，對北區公私立高中的內部顧客--教師與學生，進行指標重要程度與學校實施情形的評量，進而探討學校推行全面品質教育的需求與期望。 　　本研究以參與北區公、私立高中聯招的學校為研究對象，抽取270位教師，1089位學生；以18位學校行政管理專家所建構的「高級中學全面品質教育指標評量表」為研究工具，進行指標重要程度與實施情形的評量與比較；資料分析的方式包括：專家判斷指標的模糊相似性整合法，模糊層級分析法，Cronbach α信度分析，單因子變異數分析，單因子多變量變異數分析，重複量數變異數分析與Scheffe's多重比較法。 　　本研究的主要結果臚列於下： 　　（一）專家在建構全面品質教育指標的過程中，彼此之間的共識程度不完全一致，共識程度較低的專家可以就其個案重新進行第二次評估。 　　（二）模糊相似性整合較傳統整合不易受到極端值的影響，尤其在專家之間的共識變異情形較大時，模糊相似性整合法更能求得團體的共識。 　　（三）模糊層級分析較傳統分析，更能讓專家表達主觀模糊且不明確的概念，並可以將複雜的問題予以單純化。 　　（四）模糊層級分析可以精確地瞭解專家的判斷是否一致，以及一致的程度。若一致性較低或不一致時，則必須重新進行第二次評估。 　　（四）在指標重要程度方面：「領導」與「顧客滿意度」的重要程度最高。此外，教師高於學生，公立學校的部份項目高於私立學校；高、中排名學校高於低排名學校。 　　（五）學校質施情形方面：「領導」的質施情形最好。此外，公立學校的質施情形高於私立學校；低排名學校的實施情形高於高排名學校。 　　（六）在指標重要程度與學校實施情形的必較方面：指標重要程度高於學校質施情形，屬於第三類型差異；私立學校的差異情形高於公立學校；高排名學校的差異情形高於低排名學校，中排名學校則部份項目高於低排名學校。 　　最後，本研究根據上述結果加以討論，並針對學校、教育行政單位與未來研究方向提出具體建議，以便做為未來推行全面品質教育的參考。

管理資訊系統與全面品質管理關係之探討管理資訊系統的發展對企業造成許多衝擊，隨著企業競爭型態日趨劇烈，管理資訊系統不僅可以協助企業快速而有效的儲存、傳送、及處理資訊，進而對組織產生成本降低、生產力提昇、及支援工作的改善，更可加強企業整體的競爭能力，幫助企業創造競爭優勢。而在企業推展全面品質管理的同時，管理資訊系統與全面品質管理之間又有怎樣的關係存在？本文探討管理資訊系統與全面品質管理之階段性發展特色，並以我國國家品質獎之評審標準為例，由各評審項目探討在全面品質管理與管理資訊系統之發展，並以民國84年我國國家品質獎之申請廠商作為個案研究對象，探討管理資訊系統與全面品質管理之發展關係。在現有的樣本中，發現兩者的發展關係相當密切，國家品質獎的得獎廠商在這兩項的發展上均有一定之水準。 / The Investigation of The Relation Between Management Information Systems (MIS) and Total Quality Manageme (TQM) The development of management information systems (MIS) brings very much impact to business. When the style of business's competition comes more and more intensive, MIS can not only help the business to save, transfer, and process information but also decrease the cost, increase productivity and improve supporting works. Besides, MIS can improve the whole competition of the business, and create new competition advantages. What is the relation between MIS and total quality management (TQM)? This text investigates the characteristics of MIS and TQM's staging development, and uses the national quality award adjuststandards to investigate the development of MIS and TQM within each item. With those firms who applied the national quality award in 1995 as case study, we find that the relation between MIS and TQM is very closed.