Thesis (Ph. D.)--University of Texas at Austin, 1998. / Vita. Includes bibliographical references (leaves 356-374). Available also in a digital version from Dissertation Abstracts.

Thesis (M.Hous.M.)--University of Hong Kong, 2004. / Also available in print.

Thesis (M.Hous.M.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 105-109). Also available in print.

This research considers a Customer Satisfaction Index approach and its relative benefits to the UK community. It is focussed on the service industries in both the public and private sectors. It looks at, and develops the measuring and modelling processes involved and employs a Structural Equation Modelling (SEM) methodology. The research critiques two of the leading methodologies currently available (Maximum Likelihood and Fixed Point Estimation) before selecting one from which to model the whole process. Throughout the research, three different structural models are considered. These vary in how the different latent variables are connected together, but are based around a core of specific latent variables, which together make up a customer's total buying experience. Two of the models considered were by other authors, while the third (Sheffield Model) was a direct development of this research. The data has been collected by the means of a questionnaire. Over the life of the research a generic questionnaire has been developed to produce a tool that is focused on the specific issues that the model requires for it to operate. The final part of the research contemplates how a company can use the results of the index to pin point where improvements in their customer service provision would have the largest impact on their overall customer satisfaction index score. The research considers the different aspects of customer satisfaction and their place within a Total Quality Management approach. However, the index is a completely self-contained product, which allows any company to measure how well it is satisfying its customers. The index calculates an index score between one and one hundred. The ultimate aim of the index is for a company's score to be compared over time, against other companies within the same industry, against other companies from other industries, against the national average and even against company's throughout Europe and the World, as National Indices operate overseas. In fact, it is envisaged that the index will act as a way for individual companies to benchmark themselves against the best customer service companies in the world. It is hoped that over time the customer satisfaction index can become a key indicator as to the state of the UK economy. After all, satisfied customers are very often loyal customers, they tend to buy more, more often, and satisfied customers are often willing to pay premium prices for a company's products (Kristensen & Martensen, 1996).

As today's global competition grows in manufacturing industries companies are forced to work smart in all areas of operations, starting with suppliers and ending with customers. This competition in general requires firms to improve market responsiveness, product quality, use computerised information systems for production planning and control, have more rapid changeovers, reductions in setup times, work-in-progress reduction and hence throughput time reduction. In order to accomplish these formidable tasks, there are a number of management philosophies available for manufacturing companies. These include just-in-time, flexible manufacturing systems, computer integrated manufacturing, total quality management, concurrent engineering. Implementation of these philosophies, however, requires mass mobilisation encompassing many areas of operations such as production, sales and marketing, suppliers, finance, customer servicing, product design and method engineering, maintenance, personnel and training, etc. This thesis details a study which evaluates the total quality management philosophy in cellular manufacturing environment. Following this evaluation, a quality management information scheme, which is structured and integrated, has been produced using the Manufacturing Systems Analysis and Design Method. In order to manage smoothly this mobilisation and incorporate the scheme to other integrated functional areas, a new approach namely the Activity Based Implementation (ABI) has also been produced. Justification of the model from various points of view has shown that the model is expected to address a considerable gap in the area concerned. The model was designed to be used as an integrated part of a system or as a stand-alone scheme by quality practitioners, the management board of organisations implementing TQM and quality management researchers.

No description available.

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (M.B.A.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 150-151).

Corporate social responsibility has become part of the economic terminology since the seventh decade of the 20th century. From the beginning of the 21st century this context extended and multidimensional with several economic, social and legal connections. Corporate social responsibility focuses not just on the companies’ revenues, but also on the ways, companies achieve these profits. Social responsibility means satisfying stakeholders’ expectations, and the managing of economic, environmental and social aspects in relations with stakeholders in every area of influence: the workplace, market and community. The organizations should address these issues from a strategic point of view. Necessity to strengthen the quality strategy and technology is increasingly seen as a way to sustain competitive advantage of organisations and also a way to overcome disappointments with quality standards and programs in order to survive in today’s global competitive marketing. [S1]    The aim of the quality movement is to enable organizations to deliver high quality services in the shortest possible time to market, at minimum cost, and in a manner that emphasizes human dignity, work satisfaction, and mutual and long-term loyalty between the organization and its stakeholders. As such, TQM has a strong ethical dimension, advocating the importance of considering the interests of stakeholders. Quality management models and methodologies established on the extensive principles of quality are seen as a basis and catalyst for effective CSR in companies. There is not much research done on the influences and effects of TQM on CSR development[S2] . The primary aim of the research is to review corporate social responsibility within a total quality management framework.[S3]    Therefore the research question for this study has been identified as, how quality management can act as a basis and key catalyst for developing CSR in companies?[S4]    Keeping this question in mind, a quantitative content analysis through annual reports of the 28 companies was chosen and various reliable Scientifics scientifics reports were extensively reviewed and analysed. This study aims to find if there is any connection between companies' characteristics and the amount of integrated information of the TQM &andCSR appearance in their annual reports.[S5]    As a result, tThe author tries to analyse developments in corporate social responsibility (CSR) in terms of standardization. Different graphs are generated in order to demonstrate the role of TQM on CSR development. As a result, we understood that most of the companies try to be certified by different ISO standards in order to improve their business quality and better satisfy stakeholders and customers’ expectations. In such a way, theyrealized that they should pay more attention to the environment,economic and social aspect of their business performance.[S6]    Keywords   Total Quality Management, Corporate Social Responsibility, International Organization for Standardization, Stakeholder Theory  [S1]Background  [S2]Problem  [S3]Aim  [S4]Research question  [S5]Method  [S6]Result

Organisations can deploy Total Quality Management (TQM) through company quality programmes in order to achieve improved business performance. A review and analysis of TQM literature found that the areas of strategic quality management, quality practices and quality activities (tools and techniques) have evolved largely independently without relationships being established. Employee involvement (EI) is a key element of TQM yet the involvement of individuals in specific quality activities is an under-researched topic. The aim of this research is to propose a framework which links these areas and provides a methodology for manufacturing organisations to use to link quality activities to strategic quality requirements and therefore facilitate the management of their quality programme. Exploratory case study research has underpinned the research methods adopted. Information about the deployment of TQM through quality programmes via quality practices and quality activities was gathered through interviews, documentation and surveys. Specific details regarding the actual quality activities engaged in by individuals were obtained by participant observation. The data was evaluated both within case and cross case using a selection of methods. Findings have resulted in the creation of two unique frameworks. The first, the Quality Programme, Quality Activities and Performance (QPQAP) framework, provides a structure to link strategic quality requirements to quality activities via performance measures and includes a feedback process to facilitate continuous improvement and sustain the quality programme. Quality Function Deployment (QFD) has been adapted to deploy the QPQAP Framework and an analysis process developed. The second framework describes an Activity Classification System (ACS) that can be used to categorise and analyse an individual’s day-to-day quality activities and judge the application and effectiveness of these activities. Combined, these frameworks provide a Quality Programme Management Framework which enables organisations to make decisions about the application of quality activities and adjustments necessary to improve performance and fulfil strategic quality requirements.