This study was designed to determine if the Deming approach to monitoring manufacturing processes could be successfully adapted to monitoring lifestyle processes. This study tested a new self-monitoring instrument that provides quick, accurate, personal feedback. The usability of this new instrument was tested. Validity of the instrument was established through review by experts in appropriate lifestyle management disciplines.The pilot test of this new instrument was done in a program with a convenience sample of 29 people who used the instrument for 28 days. A high percentage of the participants used the instrument and found the instrument to be helpful in developing a healthy lifestyle, although they desired a less cumbersome format. It is recommended that the instrument be adapted for use in lifestyle change programs. / Institute for Wellness

The general aim of the study was to determine the effect of employee engagement on performance in a form of quality in the petrochemical industry. This type of study has never been conducted within this particular environment and as such a valuable contribution could be made to more effective performance management within this context. Two questionnaires were administered, namely the Utrecht Work Engagement Scale (UWES) and Total Quality Management. A response rate of 83% was obtained from a sample of 200 employees. The data showed a statistically significant positive relationship between employee engagement and TQM dimensions. The data also showed that there were some significant differences for various demographic groups and their level of engagement. Managers need to enable an organisation to attract, develop and retain highly engaged employees to ensure a sustainable competitive advantage. Limitations within the study were identified and recommendations for future research were made. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The general aim of the study was to determine the effect of employee engagement on performance in a form of quality in the petrochemical industry. This type of study has never been conducted within this particular environment and as such a valuable contribution could be made to more effective performance management within this context. Two questionnaires were administered, namely the Utrecht Work Engagement Scale (UWES) and Total Quality Management. A response rate of 83% was obtained from a sample of 200 employees. The data showed a statistically significant positive relationship between employee engagement and TQM dimensions. The data also showed that there were some significant differences for various demographic groups and their level of engagement. Managers need to enable an organisation to attract, develop and retain highly engaged employees to ensure a sustainable competitive advantage. Limitations within the study were identified and recommendations for future research were made. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

Thesis (M.Ing. (Development and Management Engineering))--North-West University, Potchefstroom Campus, 2009.

The purpose of this study was to investigate the total quality management of the academic administration services’ post–graduate department within the Potchefstroom Campus of the North–West University, in terms of the following: – The implementation of TQM at the University – The organisational profiles of the University – How the organisation’s goals and missions are structured around the needs of its customers – Total Quality Management is a concept generally used throughout organisations providing tertiary education in South Africa. There are, however, some universities that do not use TQM. This study investigates the use of TQM within a tertiary education institution at the post–graduate administration department. The results of the problems experienced through the implementation of TQM are reported in this study. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

Globally, there are great efforts made by organisations to improve effectiveness and systems to remain competitive in ever-changing business markets. Total quality management (TOM) has become a philosophy that most companies adopt once they reach a state where it would like to have a system where all efforts are made to satisfy customers or add value to customer experiences. An investigation was done at a South African chemical company to ascertain if important philosophies (continuous improvement, customer focus and winning with people) of TOM, which are found to be related to some of the company values, are taken seriously at all levels of the company. The company received a number of complaints from customers about the quality of service and goods supplied and it is of utmost importance to investigate if the concept of TOM is practiced effectively by this company since the implementation of the TOM programme. The study conducted has shown that the company understands the concept of quality and the impact of quality on customer satisfaction. TOM is useful when it is implemented at all levels in a company and was indeed found to be implemented on all company levels in this company. Management support, employee improvement, employee empowerment, process improvement, training and development, cleanliness and organisation, teamwork as well as customer focus are the TOM practices that were found to be highly rated within the company. Responses showed that management communication should be improved to ensure that everyone in the organisation is fully informed about all developments. From the results, it was concluded that the foundation of effective TOM is being practiced by the company except in a few minor cases and, therefore, more focus should be placed on those cases. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010

Globally, there are great efforts made by organisations to improve effectiveness and systems to remain competitive in ever-changing business markets. Total quality management (TOM) has become a philosophy that most companies adopt once they reach a state where it would like to have a system where all efforts are made to satisfy customers or add value to customer experiences. An investigation was done at a South African chemical company to ascertain if important philosophies (continuous improvement, customer focus and winning with people) of TOM, which are found to be related to some of the company values, are taken seriously at all levels of the company. The company received a number of complaints from customers about the quality of service and goods supplied and it is of utmost importance to investigate if the concept of TOM is practiced effectively by this company since the implementation of the TOM programme. The study conducted has shown that the company understands the concept of quality and the impact of quality on customer satisfaction. TOM is useful when it is implemented at all levels in a company and was indeed found to be implemented on all company levels in this company. Management support, employee improvement, employee empowerment, process improvement, training and development, cleanliness and organisation, teamwork as well as customer focus are the TOM practices that were found to be highly rated within the company. Responses showed that management communication should be improved to ensure that everyone in the organisation is fully informed about all developments. From the results, it was concluded that the foundation of effective TOM is being practiced by the company except in a few minor cases and, therefore, more focus should be placed on those cases. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010

Thesis (M.Ing. (Development and Management Engineering))--North-West University, Potchefstroom Campus, 2009.

The purpose of this study was to investigate the total quality management of the academic administration services’ post–graduate department within the Potchefstroom Campus of the North–West University, in terms of the following: – The implementation of TQM at the University – The organisational profiles of the University – How the organisation’s goals and missions are structured around the needs of its customers – Total Quality Management is a concept generally used throughout organisations providing tertiary education in South Africa. There are, however, some universities that do not use TQM. This study investigates the use of TQM within a tertiary education institution at the post–graduate administration department. The results of the problems experienced through the implementation of TQM are reported in this study. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.

In today's worldwide competitive environment, contracting companies are competing in terms of product quality, delivery, reliability and customer satisfaction. In current literature, models of performance measures for contracting companies and construction projects have limitations and shortcomings. They depend mainly on financial measures. These are no longer sufficient to ensure survival and continued profitability in time of change. New measures of performance at the different levels of contracting companies are, therefore, needed. The relatively new performance measurement technique of benchmarking has been widely applied as a powerful performance management concept. However, current published literature does not provide satisfactory proof of its successful implementation in contracting companies. This research addresses these two major weaknesses. Firstly, a methodology using Nominal Group Technique and Delphi Technique was explained and applied to obtain consensus performance measures for construction projects. New performance measures appropriate to construction projects, together with each element's relative importance, were developed. The consensus covers project managers, senior managers and top management. Secondly, quality measures appropriate to construction projects, together with each measure's relative importance, were developed. Thirdly, new performance measures appropriate to contracting organizations were developed. The development of these measures and the determination of their relative importance depend upon: the strategic direction of the organization which reflects the current business and market conditions; the type of construction work; the organization structure; and the development of the management staff within the organization. Fourthly, the implementation of the new performance measures using benchmarking as a management tool for performance measurement and improvement was carried out in one of the largest contracting organizations in the Middle East, the Arab Contractors, Osman A. Osman & Co. The implementation was carried out over a period of five years. Sixteen company branches implemented the measurement system. Each branch was considered as an independent contracting company. The results showed that the use of the new performance measures and the implementation of benchmarking in the company were very effective and led to successful and improved performance.