by Hui See-mun Alice. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 51-53). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF ILLUSTRATIONS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.3 / Chapter III. --- TOTAL QUALITY MANAGEMENT - AN OVERVIEW --- p.5 / Importance of Quality to banks --- p.5 / History of TQM --- p.7 / Definitions on Quality.......: --- p.9 / Definitions of Total Quality Management --- p.10 / Critical factors for a successful TQM program --- p.14 / Chapter IV. --- TQM IN CHASE MANHATTAN BANK --- p.18 / Reasons for implementing TQM in Chase --- p.18 / Fundamental principles and values of Chase TQM --- p.18 / TQM implementation in Hong Kong --- p.23 / Chapter V. --- EVALUATION AND RECOMMENDATIONS --- p.29 / Evaluation of the system --- p.29 / Recommendations --- p.33 / Chapter VI. --- CONCLUSION --- p.39 / APPENDIX / Chapter 1. --- Overview of ISO 9000 --- p.41 / Chapter 2. --- HKMA Quality Award Criteria Framework --- p.43 / Chapter 3. --- TQM plan --- p.44 / Chapter 4. --- Problem solving process 8c Quality improvement process --- p.45 / Chapter 5. --- Deming's 14 principles --- p.46 / Chapter 6. --- Juran's 10 steps in quality improvement --- p.47 / Chapter 7. --- Crosby's 14 steps in quality improvement --- p.48 / Chapter 8. --- Malcolm Baldrige Award assessment system --- p.49 / BIBLIOGRAPHY --- p.51 / LIST OF ILLUSTRATIONS / Figure 1. Framework of Chase TQM --- p.19 / Figure 2. Plan-Do-Check-Act Cycle --- p.21 / Figure 3. TQM Plan --- p.44 / Figure 4. Problem Solving Process --- p.45 / Figure 5. Quality Improvement Process --- p.45

by Woo Yan Fan, Stella. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves [36-37, 3rd gp.]). / executive summary --- p.ii / table of contents --- p.viii / Chapter / Chapter I. --- environment of business --- p.1 / Background --- p.1 / Change in Construction Industry in the PRC Context --- p.2 / Quality Management in Hong Kong --- p.4 / Quality Awareness Campaign in the Construction Industry --- p.4 / Quality Management in the Public Sector --- p.5 / Business Opportunity in Quality Management in the PRC --- p.6 / Chapter ii. --- quality assurance - confidence to the purchaser --- p.7 / Definition --- p.7 / "Service Concept of the TQM Quality Management Co., Ltd" --- p.7 / Implementation of Quality Assurance Management --- p.8 / Benefits of a Fee-based Quality Assurance Sytem --- p.10 / Chapter iii. --- market reserach --- p.11 / Analysis of Quality Management in the PRC Context --- p.11 / Current Quality Problems --- p.11 / Underlying Reasons for Quality Problems --- p.12 / Implementation of Quality Assurance in China's Construction Industry --- p.12 / Difficulties in Applying Quality Assurance in China's Construction Industry --- p.14 / Strategy for Implementating Total Quality --- p.15 / Product Profile --- p.16 / Market Profile --- p.21 / "Shanghai""" --- p.22 / Beijing --- p.26 / Guangzhou --- p.28 / Market Potential --- p.28 / Customers' Profile --- p.32 / New World Development --- p.32 / Henderson China --- p.33 / Other Major Players --- p.35 / Competitors' Profile --- p.35 / Direct Competitors --- p.35 / Indirect Competitors --- p.35 / Chapter iv. --- target market --- p.37 / Chapter v. --- marketing strategy --- p.39 / Marketing Objectives --- p.39 / Customer Acquisition --- p.39 / Break Even in the First Year --- p.40 / Mission --- p.40 / Growth --- p.40 / Marketing Plan --- p.41 / Product --- p.42 / Product Objectives --- p.42 / Product Strategy --- p.43 / Promotion --- p.44 / Promotion Objectives --- p.44 / Promotion Strategy --- p.45 / Pricing --- p.45 / Pricing Objectives --- p.45 / Pricing Strategy --- p.46 / Growth --- p.47 / Growth Objectives --- p.47 / Growth Strategy --- p.48 / Human Resources --- p.48 / Human Resources Objectives --- p.48 / Human Resources Strategy --- p.49 / Chapter vi. --- management team --- p.50 / Leadership and Organisation --- p.50 / "Founders of the TQM Quality Management Co., Ltd" --- p.50 / Other Staff and Associates --- p.51 / Chapter vii. --- financial aspects --- p.52 / appendices / Chapter 1. --- SHANGHAI - PUDONG NEW DEVELOPMENT AREA --- p.A-l / Chapter 2. --- SHANGHAI - INFRASTRUCTURE DEVELOPMENT --- p.A-2 / INFRASTRUCTURE PLAN --- p.A-3 / INFRASTRUCTURE TABLE --- p.A-4 / Chapter 3. --- HONG KONG CONSORTIA ENTHUSIASTIC OVER SHANGHAI PROPERTY --- p.A-6 / Chapter 4. --- LOCAL QUALITY MANAGEMENT CONTRACT IN THE PRC --- p.A-9 / Chapter 5. --- CHINESE CITIES KEY REAL ESTATE FACTS AND FIGURES --- p.A-29 / bibliography. --- p.B-1

by Yip Hon-leung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 113-116). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / ACKNOWLEDGEMENTS --- p.vi / LIST OF ILLUSTRATIONS --- p.vii / LIST OF TABLES --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Basic Organization of this Project --- p.3 / The Case Background --- p.4 / Chapter II. --- METHODOLOGY --- p.7 / Basic Scope of the Study --- p.7 / Basic Approach --- p.8 / Confidentiality --- p.9 / Preliminary Literature Search --- p.9 / Chapter III. --- LITERATURE REVIEW --- p.10 / Deming's Fourteen Paints --- p.12 / Shewhart (Deming) Cycle --- p.17 / Juran's Trilogy --- p.20 / Crosby's Fourteen Steps --- p.23 / Ishikawa and Feigenbaum on Total Quality Control --- p.28 / TQM Examples --- p.30 / Chapter IV. --- STUDY FINDINGS --- p.38 / TQM Program of CLP as a Whole --- p.38 / TQM Organization and Major Activities --- p.39 / Total Quality Awareness Training --- p.40 / Transmission Projects Department --- p.44 / Pilot Improvement Team --- p.53 / Team Training --- p.53 / Team Process --- p.56 / Team Recommendation and Presentation --- p.61 / Implementation --- p.64 / View-points of the Team Members --- p.66 / Further Development --- p.69 / Chapter V. --- DISCUSSION --- p.71 / Adherence to Deming's Fourteen Points --- p.71 / Implementation Framework --- p.76 / The Cost Reduction Issue --- p.78 / Totality of TQM --- p.85 / Chapter VI. --- CONCLUSION --- p.90 / TQM Approach of CLP --- p.90 / TQM Approach for Project Management --- p.92 / Implications --- p.95 / APPENDICES / APPENDIX 1 : CLP'S SUPPLY AREA --- p.98 / APPENDIX 2 : SOME OPERATING DATA ABOUT CLP --- p.99 / APPENDIX 3 : CLP'S VISION --- p.100 / APPENDIX 4 : MISSION STATEMENT OF CLP --- p.101 / APPENDIX 5 : ORGANIZATION OF TPD --- p.102 / APPENDIX 6 : EXAMPLE OF A MASTER PROJECT PROGRAM OF TPD --- p.103 / APPENDIX 7 : TEAM CHARTER OF PILOT IMPROVEMENT TEAM --- p.104 / APPENDIX 8 : VALUES / GROUND RULES OF THE TEAM --- p.105 / APPENDIX 9 : PROPOSED WORK SCHEDULE OF TEAM --- p.106 / APPENDIX 10 : TRANSMISSION PROJECTS PROCESS MAP --- p.107 / APPENDIX 11 : PARETO CHART OF SUBSTATION PROJECT COSTS --- p.109 / APPENDIX 12 : FISHBONE DIAGRAM OF PROJECT COST ELEMENTS --- p.110 / APPENDIX 13 : POSSIBLE COST REDUCTION AREAS --- p.111 / APPENDIX 14 : PRIORITIZED LIST OF PROJECT COST REDUCTION OPPORTUNITIES --- p.112 / BIBLIOGRAPHY / Books --- p.113 / Periodicals --- p.115

by Yau Chi Shing Danny. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 77-82). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I --- INTRODUCTION --- p.1 / Company Background --- p.3 / From ISO 9000 Accreditation to TQM --- p.5 / Approach to Implementation of TQM --- p.6 / Methodology --- p.7 / Purpose of Study --- p.7 / Self-Assessment --- p.8 / Interviews --- p.10 / Chapter II --- LITERATURE REVIEW --- p.12 / What is TQM --- p.12 / What is Quality --- p.12 / The TQM Gurus --- p.14 / The Benefits of Implementing TQM --- p.15 / Elements of TQM --- p.18 / Tools and Models for TQM Implementation --- p.19 / Critical Success Factors for TQM Implementation --- p.21 / Why TQM Programs Sometimes Fail --- p.24 / Is ISO 9000 a Prerequisite for TQM --- p.25 / Chapter III. --- DATA ANALYSIS AND INTREPRETATION --- p.27 / Mission and Objectives --- p.27 / Developing of Mission Statements --- p.28 / Core Values --- p.29 / Goal Setting and Benchmarking --- p.30 / Customer Focus and Satisfaction --- p.31 / Market Share and Customer Attrition Rate --- p.32 / Customer Satisfaction Drivers --- p.33 / Customer Dissatisfaction Drivers --- p.35 / Development of Action Plans to Promote Customer Satisfaction Drivers and Minimising Customer Dissatisfaction Drivers --- p.37 / Development of Service Pledges --- p.38 / Measuring the Views on Quality of Service of Internal Customers --- p.39 / Operational Performance and Process Improvement --- p.40 / Actions taken to Increase Direct Interaction with Customers --- p.41 / Process Improvement --- p.43 / Human Resources --- p.44 / Staff Opinion Survey --- p.44 / Performance Management System --- p.47 / Staff Suggestion Scheme --- p.49 / Information and Analysis --- p.50 / Executive Leadership --- p.51 / TQM-Critical Success Factors and Encountered Difficulties --- p.54 / Chapter IV. --- CONCLUSION --- p.56 / An Overview on TQM Self-Assessment Study --- p.56 / Success Factors for TQM --- p.58 / Readiness of an Organization for TQM --- p.58 / Resistance to Cultural Change --- p.59 / Need for Effective Measurements --- p.61 / Need for Effective Communications --- p.62 / Need for Effective Teaming --- p.63 / Need for Senior Management Commitment and Effective Leadership --- p.64 / Need for Expertise Advice and Guidance --- p.65 / Closing --- p.66 / APPENDIX --- p.67 / Chapter Appendix 1 : --- TQM Self-Assessment Questions for Interviews --- p.67 / Chapter Appendix 2 : --- TQM Gurus - Dr. Dealing's Contributions --- p.72 / Chapter Appendix 3 : --- TQM Gurus - Juran's Contributions --- p.74 / Chapter Appendix 4 : --- TQM Gurus - Crosby's Contributions --- p.76 / BIBLIOGRAPHY --- p.77

Este trabalho foi desenvolvido com os objetivos de analisar o Gerenciamento da Qualidade implantado em um serviço de enfermagem hospitalar e conhecer a opinião do enfermeiro a respeito desse Gerenciamento no serviço em que trabalha. Por tratarse de um estudo de caráter exploratório e descritivo optamos por utilizar, como instrumento de coleta de dados, um formulário para entrevista elaborado pela autora com base em Deming (1990) e Antunes (1997). A partir dos resultados obtidos, juntamente com a revisão da literatura, acreditamos que os objetivos inicialmente propostos foram alcançados. Como principais resultados do estudo podemos citar que 17 (100%) dos enfermeiros entrevistados: afirmam que conhecem a filosofia da Qualidade Total aplicada ao serviço de enfermagem em que trabalham e acreditam que a implantação da filosofia trouxe melhoria para a sua prática. Além disso, quatro (24%) dentre estes, únicos presentes no hospital desde a adoção da nova filosofia, percebem aumento na satisfação do cliente em relação aos cuidados prestados; acreditam que houve melhoria no relacionamento interpessoal da equipe de enfermagem; e acham que o desempenho profissional do pessoal de enfermagem aumentou após a implantação. Dentre os 14 princípios de Deming (1990), o mais bem pontuado pelos enfermeiros foi o sétimo, que diz respeito a adotar e instituir a liderança (82% de atribuições à pontuação máxima). Por outro lado, o princípio menos pontuado foi o terceiro: cesse a dependência da inspeção em massa (18% de atribuições à pontuação máxima). Pretendemos que os enfermeiros, principalmente os que exercem cargo de gerência, considerem a filosofia da Qualidade Total como viável e aceitem o desafio de romper as barreiras da tradição, passando do discurso para a prática. / This research aimed to analyze the management of quality implemented in a hospital nursing care to learn the opinion of nurses regarding the management of the service they perform. Because the study exploratory and descriptive characteristics, the data collection was performed through an interview using a form elaborated by the author based in Deming (1990) and Antunes (1997). We believe the initial objectives were reached based on the literature review and results obtained. Among the main the results we can point that 17 (100%) of the interviewed nurses affirm to know the philosophy of Total Quality applied to the nursing service in which they work and believe the implementation of the philosophy improved their practice. Beside that, four (24%) among all, the only ones present at hospital since the adoption of the new philosophy, perceive the client?s increased satisfaction regarding the care delivered; believe the interpersonal relationship of the nursing team improved; and believe the professional performance of the nursing team improved after the implementation of the philosophy. Among the 14 principles of the Deming (1990), the higher scored one was the seventh, which concerns to the adoption and institution of leadership (82% of the attributions). On the other hand, the least scored principle was the third: cease the dependency of mass inspection (18% of the attributions). We pretend that nurses, specially those who exert management positions, consider the philosophy of Total Quality as viable and accept the challenge of breaking the barriers of tradition, going from discourse to the practice.

Under 1990-talet kom Kaplan och Norton fram med styrningsfilosofin balanserat styrkort som innebär att managers uppmanas att inte enbart ta hänsyn till finansiella mått utan bör använda sig av både finansiella och icke-finansiella mått för att kunna styra företag. Det här konceptet med balanserat styrkort har sedan det togs fram utvecklas och i början av 2000-talet finns den tredje versionen av balanserat styrkort som tillsammans med avancerad teknologi bildar konceptet business performance management. Det innebär att den information som ligger till grund för de rapporter som består av finansiella och icke-finansiella mått hämtas från en central databas i det verksamhetsöverskridande business performance management systemet. En anledning till det är att business performance management knyter samman balanserat styrkort med avancerad teknologi som möjliggör att managers därmed har möjlighet att få tillgång till en gemensam version av verkligheten, det vill säga en gemensam mental bild hur företaget presterar. Dessutom möjliggör den avancerade teknologin att managers oavsett om beslut tas som är strategiska, taktiska eller operativa att de har tillgång till den information som beslutsunderlagen baseras på i rätt tid. Den information som beslutsunderlagen baseras på måste bestå av en tillfredställande god kvalitet för att möjliggöra att managers tar korrekta och optimala beslut. Det är därför av väsentlig betydelse att kvaliteten hos beslutsunderlagen håller en tillfredställande god kvalitet för att undanröja risken att managers inte tar otillfredsställande beslut som sedan innebär onödiga kostnader för företaget. Dessutom möjliggör en tillfredställande god kvalitet hos informationen som beslutsunderlagen baseras på att företagets managers kan ta beslut som leder till att de kan agera mot förändringar som sker i den omgivande företagskontexten. Att förbättra kvaliteten hos den information som ligger till grund för beslutsunderlagen behöver därmed vara något som företag prioriterar så att informationen håller en tillfredställande god kvalitet. Kvalitetsledningsfilosofin total quality management (TQM) har i denna studie används för att ta reda på hur informationskvaliteten hos beslutsunderlagen som tas fram via business performance management kan förbättras. Total quality management tar ett verksamhetsövergripande grepp om hur kvaliteten kan förbättras inom företag. Företag prioriterar ofta inte att förbättra kvaliteten hos den information som de har till sitt förfogande för att ta beslut utan utgår ofta från att informationen är korrekt och om den inte är det så har något fundamentalt fel inträffat. Det leder till att företag ofta i de projekt som de utför förbiser vilken kvalitet informationen har utan använder sina resurser till andra arbetsuppgifter. För att kunna förbättra informationskvaliteten hos beslutsunderlagen behöver kvalitetsförbättringar bli ett prioriterat område inom företag. Företag har större möjlighet att uppnå en tillfredställande god kvalitet hos beslutsunderlagen om företagsledningen tillsätter en kvalitetsansvarig. Den person som blir kvalitetsansvarig tar tag i de stridigheter som behövs för att få tillgång till de nödvändiga resurserna. Denna person stödjer även de projektgrupper som arbetar med att förbättra informationskvaliteten. Det förutsätter att den kvalitetsansvarige har mandat att ta de nödvändiga besluten för att kunna förbättra kvaliteten hos beslutsunderlagen. / During the century of 1990 come Kaplan and Norton with the balance scorecard philosophy. The purpose of this philosophy is to encourage managers to not only take consideration in financial measurements, but also to use both financial and non-financial measurement to manage companies. This concept with balanced scorecard have developed since it's beginning and in the beginning of the 21st century the third version of balanced scorecard developed with advanced technology which established the concept business performance management. This means that the information that the reports builds on have both financial and non-financial measurement which are collected from a central database in the company´s overall business performance management system. One reason to why business performance management ties balanced scorecard with advanced technology is to give managers possibilities to get a common version of reality, this means a common mental picture of how the company performs. Besides the advanced technology render possibilities that give managers, regardless if the decision has been taken at strategic, tactic or operative level, access to information that basic data for decision-making is based on in right time. The information that basic data for decision-making is based on must have a satisfied good quality to enable managers to take correct and optimal decision. It is therefore important that the quality of basic data for decision-making holds a satisfied good quality to remove the risk that managers is taking non-satisfactory decisions that means unnecessary costs for the company. Besides enable a satisfied good quality of the information, which basic data for decision-making is based on, so that managers at companies can take decision that leads them to take action against changes around the company's context. To improve the information quality that basic data for decision-making is based on should be something that companies prioritize so that information holds a satisfied good quality. The quality management philosophy total quality management (TQM) has in this study been used to investigate how information quality in basic data for decision-making can be improved. Total quality management gives a company an overall view of how the quality can be improved in the company. The companies not often prioritize improvement of the information quality that they have to their disposal for taking decision, instead they often assume that information is correct and if it is not there it has occurred a fundamental mistake. This leads to that the companies often in their projects overlook witch quality the information has and use their resources to others working tasks.  Too improve the information quality at basic data for decision-making needs quality improvement be a prioritized area within the companies. Companies have more possibilities to reach a satisfied good quality at the basic data for decision-making if the company management adds a person that is responsible for the quality. The person that will be responsible for the quality takes the necessary fights to get access to the necessary resources. This person even supports the project groups that work with improvement of information quality. To have responsibility for the quality this person has mandate to take the necessary decisions to improve the quality of the basic data for decision-making.

Bakgrund: Kvalitetsutveckling inom vården pågår i hela världen. Internationell forskning indikerar att förbättringscoacher kan vara en framgångsfaktor i förbättringsarbetet. Det är i dag oklart hur man kan utveckla interna coacher till att stödja kontinuerliga förbättringar. Studien utvärderar ett lokalt, tvärprofessionellt coachprogam inom vård och omsorg i ett geografiskt område i Sverige med en etablerad samverkanskultur. För att främja ökad kundcentrering ingick en pensionär i programmets planeringsgrupp. Deltagarna introducerades i grundläggande förbättringskunskap och i lösningsfokuserat arbetssätt som ett sätt att bättre kunna hantera komplexiteten i vård och omsorg. Programmet utformades med åtta gemensamma träffar under perioden mars till oktober 2011.   Syfte: Att identifiera faktorer i ett lokalt coachprogram som framstår som mest väsentliga för att medarbetare i vård och omsorg ska kunna gå in i rollen som förbättringscoacher. Metod: Studien är en observerande fallstudie med inslag av aktionsforskning och en induktiv kvalitativ ansats. Deltagare i studien var blivande coacher, pensionärer, planeringsgruppen och erfarna coacher. Sju semistrukturerade intervjuer med totalt 17 personer genomfördes, samt analys av lokala dokument och fyra enkäter. Data analyserades genom en manifest kvalitativ innehållsanalys och triangulering. Resultatet validerades av samtliga deltagare i studien. Resultat: Involvering av pensionärer ansågs vara en viktig faktor eftersom det förstärkte kundfokuseringen. Deltagarna i studien poängterade att kundfokus, ett lösningsfokuserat förhållningssätt, nätverk och systemförståelse var grundläggande för utvecklingen av coachrollen. Dessa faktorer bedömdes som viktigare än de specifika förbättringsverktygen. Diskussion: De mest väsentliga faktorerna kan delas in i det som uppmuntrade till idéer, vilja, görande och uthållighet. Pensionärsinvolveringen förstärkte kundfokuseringen, och det lösningsfokuserade arbetssättet framstod som ett bra komplement till de sedvanliga förbättringsverktygen. Det vore intressant att jämföra detta program med förbättringsprogram i andra kontexter. / Background: Internal improvement coaches can support quality improvement efforts. The study is about a local interprofessional coach training program in a region in Sweden with an established culture of collaboration. The program included participants from different health care disciplines and was organized over eight days between March and October 2011. A senior citizen was involved in faculty and participated during all training sessions. The participants were introduced to basic improvement knowledge and a solution focused approach.Purpose: To explore essential elements of a local coach training program and what appears to be crucial in moving into the role of being an improvement coach.Method: The study is a mix methods case study with elements of action research and an inductive qualitative approach. Participants in the study were prospective coaches, senior citizens, the program team, and experienced coaches. Data were collected through seven semi-structured group interview sessions with a total of 17 individuals, document analysis and 4 questionnaires. Data were analyzed using a manifest content analysis and triangulation. The results were validated by all participants in the study.Results: The data suggest that the involvement of a senior citizen was essential for strengthening customer focus. Participants in the study pointed out that customer focus, developing a value base, networking skills with a solution focused approach and systems thinking were fundamental to the development of the coaching role. These factors were assessed as more important than improvement tools.Discussion: The results can be divided into those which encouraged ideas, will, execution, and endurance. Senior citizen involvement enhanced customer focus and the solution-focused approach seems to be a valuable addition to the usual improvement tools. It would be interesting to compare this program with other improvement programs or in other contexts.

<p>Under 1990-talet kom Kaplan och Norton fram med styrningsfilosofin balanserat styrkort som innebär att managers uppmanas att inte enbart ta hänsyn till finansiella mått utan bör använda sig av både finansiella och icke-finansiella mått för att kunna styra företag. Det här konceptet med balanserat styrkort har sedan det togs fram utvecklas och i början av 2000-talet finns den tredje versionen av balanserat styrkort som tillsammans med avancerad teknologi bildar konceptet business performance management. Det innebär att den information som ligger till grund för de rapporter som består av finansiella och icke-finansiella mått hämtas från en central databas i det verksamhetsöverskridande business performance management systemet. En anledning till det är att business performance management knyter samman balanserat styrkort med avancerad teknologi som möjliggör att managers därmed har möjlighet att få tillgång till en gemensam version av verkligheten, det vill säga en gemensam mental bild hur företaget presterar. Dessutom möjliggör den avancerade teknologin att managers oavsett om beslut tas som är strategiska, taktiska eller operativa att de har tillgång till den information som beslutsunderlagen baseras på i rätt tid.</p><p>Den information som beslutsunderlagen baseras på måste bestå av en tillfredställande god kvalitet för att möjliggöra att managers tar korrekta och optimala beslut. Det är därför av väsentlig betydelse att kvaliteten hos beslutsunderlagen håller en tillfredställande god kvalitet för att undanröja risken att managers inte tar otillfredsställande beslut som sedan innebär onödiga kostnader för företaget. Dessutom möjliggör en tillfredställande god kvalitet hos informationen som beslutsunderlagen baseras på att företagets managers kan ta beslut som leder till att de kan agera mot förändringar som sker i den omgivande företagskontexten. Att förbättra kvaliteten hos den information som ligger till grund för beslutsunderlagen behöver därmed vara något som företag prioriterar så att informationen håller en tillfredställande god kvalitet. Kvalitetsledningsfilosofin total quality management (TQM) har i denna studie används för att ta reda på hur informationskvaliteten hos beslutsunderlagen som tas fram via business performance management kan förbättras. Total quality management tar ett verksamhetsövergripande grepp om hur kvaliteten kan förbättras inom företag.</p><p>Företag prioriterar ofta inte att förbättra kvaliteten hos den information som de har till sitt förfogande för att ta beslut utan utgår ofta från att informationen är korrekt och om den inte är det så har något fundamentalt fel inträffat. Det leder till att företag ofta i de projekt som de utför förbiser vilken kvalitet informationen har utan använder sina resurser till andra arbetsuppgifter. För att kunna förbättra informationskvaliteten hos beslutsunderlagen behöver kvalitetsförbättringar bli ett prioriterat område inom företag. Företag har större möjlighet att uppnå en tillfredställande god kvalitet hos beslutsunderlagen om företagsledningen tillsätter en kvalitetsansvarig. Den person som blir kvalitetsansvarig tar tag i de stridigheter som behövs för att få tillgång till de nödvändiga resurserna. Denna person stödjer även de projektgrupper som arbetar med att förbättra informationskvaliteten. Det förutsätter att den kvalitetsansvarige har mandat att ta de nödvändiga besluten för att kunna förbättra kvaliteten hos beslutsunderlagen.</p> / <p>During the century of 1990 come Kaplan and Norton with the balance scorecard philosophy. The purpose of this philosophy is to encourage managers to not only take consideration in financial measurements, but also to use both financial and non-financial measurement to manage companies. This concept with balanced scorecard have developed since it's beginning and in the beginning of the 21st century the third version of balanced scorecard developed with advanced technology which established the concept business performance management. This means that the information that the reports builds on have both financial and non-financial measurement which are collected from a central database in the company´s overall business performance management system. One reason to why business performance management ties balanced scorecard with advanced technology is to give managers possibilities to get a common version of reality, this means a common mental picture of how the company performs. Besides the advanced technology render possibilities that give managers, regardless if the decision has been taken at strategic, tactic or operative level, access to information that basic data for decision-making is based on in right time.</p><p>The information that basic data for decision-making is based on must have a satisfied good quality to enable managers to take correct and optimal decision. It is therefore important that the quality of basic data for decision-making holds a satisfied good quality to remove the risk that managers is taking non-satisfactory decisions that means unnecessary costs for the company. Besides enable a satisfied good quality of the information, which basic data for decision-making is based on, so that managers at companies can take decision that leads them to take action against changes around the company's context. To improve the information quality that basic data for decision-making is based on should be something that companies prioritize so that information holds a satisfied good quality. The quality management philosophy total quality management (TQM) has in this study been used to investigate how information quality in basic data for decision-making can be improved. Total quality management gives a company an overall view of how the quality can be improved in the company.</p><p>The companies not often prioritize improvement of the information quality that they have to their disposal for taking decision, instead they often assume that information is correct and if it is not there it has occurred a fundamental mistake. This leads to that the companies often in their projects overlook witch quality the information has and use their resources to others working tasks.  Too improve the information quality at basic data for decision-making needs quality improvement be a prioritized area within the companies. Companies have more possibilities to reach a satisfied good quality at the basic data for decision-making if the company management adds a person that is responsible for the quality. The person that will be responsible for the quality takes the necessary fights to get access to the necessary resources. This person even supports the project groups that work with improvement of information quality. To have responsibility for the quality this person has mandate to take the necessary decisions to improve the quality of the basic data for decision-making.</p>

Operationsavdelningen på Hallands sjukhus Varberg har genomfört ett förbättringsprojekt för att se hur flödet med att ge lokalbedövning (blockad) inför operation kan optimeras. Projektets mål var att spara tid på operationssalen genom snabbare byten, förbättra miljön för patienter och personal och samtidigt säkerställa fortsatt god patientsäkerhet och gott bemötande. Jag har valt att göra en fallstudie av projektet för att se hur förbättringsarbetet fungerat och hur gruppens förståelse utvecklats. Jag har gjort en deskriptiv undersökning och utgått från ett kvalitativt angreppssätt. Informationen har samlats in genom deltagande observationer av gruppens arbete och utvärdering av dokumentation. Som lösningsmetod har jag utgått från PDSA-hjulet, (Plan, Do, Study, Act) och tillämpat ett antal olika förbättringsverktyg för att analysera och beskriva verksamheten. I projektplaneringen har jag använt Tonnquists projektmodell. Resultatet har utvärderats genom tidmätningar, en loggbok som förts under testperioden och en enkät för att samla in medarbetarnas synpunkter. Tidsplanen fick revideras eftersom vi hade svårt att få fram resurser och testen fick skjutas fram en månad. Arbetsgruppen har bestått av ett multiprofessionellt team med en enhetschef, anestesiläkare, sjuksköterskor och undersköterskor. Samarbetet har fungerat väl och engagemanget har varit stort, trots att det har varit svårt att avsätta tid, särskilt för läkaren. Det nya arbetssättet har testats under maj och vi har börjat utvärdera resultatet. Mätningen av bytestiderna har inte visat något tydligt resultat. Den loggbok som förts i sänghallen under testtiden visade att det fungerade bra att lägga blockaderna i sänghallen och att patientsäkerheten inte påverkats. Enligt enkäten ansåg en anestesiläkare att miljön var lugnare i sänghallen, medan ett par anestesisjuksköterskor hade invändningar mot att inte samma person följer patienten hela vägen från det att blockaden lagts. De ansåg också att resursen i sänghallen skulle kunnat utnyttjas bättre på operationssalarna. Min rekommendation är att detaljerna kring arbetsfördelningen ses över för att skapa en bättre balans mellan de olika uppgifterna i sänghallen respektive på operationssalen. Vi behöver också se över mätningen av bytestiderna. En allmän reflektion är att det är svårt att få loss resurser till förbättringsprojekt. Det har också varit bra att prova i mindre skala först, då vi fick många idéer under resans gång. Vi har även insett vikten av tydlighet kring projektets omfattning och mätmetoder. Det är också viktigt att förändringar kommuniceras ordentligt och fungerar bra för alla inblandade, för att de ska gå att införa. / The Operation Ward at Hallands Hospital in Varberg has carried out an improvement project to see how the workflow with nerve blockades in the preop preparation area  an be optimized. The project's goals were to save time in the operation ward by reducing the time between operations and improving the environment for patients and staff, while ensuring continued patient safety and good care. I have chosen to do a case study to see the effect of the improvement work, and how the group's understanding has evolved. I have made a descriptive study and focused on qualitative data. The information was collected through observations and analysis of the documentation. As a solution method, I used the PDSA-cycle, (Plan, Do, Study, Act) and applied a variety of improvement tools to analyze and describe the project. In the project planning I used Tonnquist’s project model. The result was evaluated through time measurement, a test diary and an employee survey. The timetable was revised due to a shortage of staff and the test had to be postponed by a month. The project group consisted of a multi-professional team with a head of unit, anesthetist, nurses and assistants. The group worked well together, although sometimes it was hard to find the time, especially for the anesthetist. The new way of working was tried out in May and we have started to evaluate the results. The time measurements did not show any clear result. The diary in the pre-op preparation area showed that the new routine worked well and that patient safety was not affected. The survey showed that while a doctor was positive, a couple of nurses objected to the fact that the patient was not treated by the same nurse all the way. They also said that the nurse in the bed hall could be put to better use in the operating theatres. My recommendation is to further discuss the details of the distribution of the different tasks between the pre-op nurse and the anesthetist nurses. We also need to review the time measurements. An observation is that it is hard to find the time to work with improvement projects. A testing period is also useful in order to adjust the details of the implementation. The importance of a clear definition of the project and the measurements is evident, as well as the necessity of communication with the staff involved. In order to get acceptance from everyone in the implementation, it is important that the solution is perceived as a win-win situation for all parties.

Thesis (M.B.A.)--University of Hong Kong, 1996. / Includes bibliographical references (leaf 70-71).