M.Comm. / As global competition among organisations intensifies, it has become increasingly important for an organisation to identify and develop a competitive advantage over its rivals. Increasingly, as service quality and customer delight has caught the attention of managers, awareness is dawning on management that they depend on employees to communicate and deliver value to customers. Therefore, although organisations declare that customer is king, reality has dictated that often the customer comes only second to employees. Total Quality Management is a philosophy that has caught the attention of business organisations as a cost effective, inclusive quality enhancement programme that holds possible solutions to most workplace and management problems. Total Quality Management is a philosophy that seeks to transform organisational cultures into a culture of continuous improvement, employee participation through teams, and requiring inclusive and caring styles of leadership, with the aim of achieving customer delight. This philosophy has however been elusive for management within most organisations, where the existing organisational culture has failed to make room for Total Quality Management. Employee Assistance Programmes are possible employee- and organisation focused programmes that offer a solution to facilitating the culture of caring and support within the workplace. They can be used as effective work based support programmes aimed at helping employees to cope with psychological, social, emotional, and behavioural problems affecting their performance at work. Employee Assistance Programmes are effective facilitators of quality and productivity, as well as of any programmes that depend on enhanced individual functioning and relationship building.

D.Ed. / The re-admission of the Republic of South Africa to the global arena does not only imply that the education system be effectively managed and governed but also that the potential of all stakeholders in education be optimized. The rationale for performance is linked to investment in people to yield high returns in education in the form of qualified and skilled personnel, a productive and competitive workforce and an effective and efficient educational community. In the light of the preceding, the quest for quality education is interlinked with an integrated quality management system. The basic premise here is that through performance management the education system would ensure optimization of potential in order to unfold individual potential and release their latent energy and to promote economic growth and improve the quality of life for the South African citizen at large. Similarly, the optimization of the potential of educators and learners alike is seen as a necessity for ensuring provision of quality education in a high and productive education system. In chapter two, one of the most important aspects discussed is providing a broader knowledge on how human potential should be optimized and performance be managed in education institution. In the light of optimization of potential, various activities that make up human resource management and development process were discussed sequentially in this chapter. The components were interrelated and integrated So that they should not be seen as fragmented unrelated elements. For example, the beehive model of organizational development present seven workplace practices as a strategy in educational institutions to develop educators and managers to their institutional competitiveness. in addition, it was indicated that educational managers should incorporate new ways of working into every facet of their operation in order to excel in the implementation of planning and processes, and continuously evaluate resistance to change and awareness of the consequences of non- delivery, through these workplace strategies, educational managers may be in the position to synchronise all the resources for maximum work performance.

El presente trabajo de investigación se realizó en la empresa Diesel Parts Quiñonez, una organización dedicada a la fabricación de productos y ofrecer servicios para la industria automotriz y minera. Esta investigación tuvo como objetivo: aplicar un modelo de gestión de producción basada en la herramienta Total Quality Management para mejorar el nivel de ventas. Se trabajó a partir de la situación inicial y problemas detectados en el Sistema de Producción, con una evaluación de 4 dimensiones y los efectos que repercutían en el nivel de ventas de la empresa. La metodología empleada fue el método: científico. Los resultados: obtenidos se resumen, que después de los meses de diagnóstico aplicando la herramienta en conjunto con sus técnicas de gestión de la Calidad tanto estadísticas como de procesos, los niveles de ventas se incrementaron de manera ascendente a partir del cuarto mes, en un promedio de s/1000 y s/. 3500 al sexto mes. Como conclusión se llegó a determinar que el modelo de gestión de producción basada en la herramienta Total Quality Management influye positivamente en la mejora del nivel de ventas, debido al efecto conjunto de sus 5 técnicas y a la ves componentes de calidad que la conforman y se trabajaron en toda la investigación, las cuales fueron: la Delegación de Autoridades, Benchmarking, Análisis ABC, Análisis de Modo y Efecto de fallas y por último la Mejora continua, que influyeron cada una de ellas con un efecto positivo que contribuyó finalmente al objetivo principal. / Tesis

The discipline of forensic accounting in South Africa suffers from a lack of professional standards and regulation. The hypothesis of the study is that this has contributed to poor quality of service delivery and, consequently, a lack of credibility. The purpose of the research was to test the hypothesis, identify the drivers of quality, and develop a model for the management of service quality in a forensic practice. Empirical research confirmed the hypothesis. The proposed quality model incorporates the research results and best practice in quality management in professional services firms. A strategy is suggested for the implementation and integration of the model, using a broad Total Quality Management framework. Macro-environmental forces, such as regulatory, public and legal pressure on the auditing profession, to assume responsibility for fraud detection in financial reporting, are discussed. The need for a tailored regulatory framework for the discipline in South Africa is emphasised. / Dissertation (MBA)--University of Pretoria, 2004. / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

The study focused on the evaluation of the integrated management system (IQMS) at selected schools within the Queenstown Education District. A quantitative research method was used for the study and questionnaires were used as a research tool to collect data. The respondents were members of the school management teams (SMT) which comprised the principals, deputy principals, heads of departments, senior educators and educators. These are key role-players in the management and implementation of IQMS. The rationale was to obtain pertinent information which would address the research questions and objectives of the study. The primary objective of the study as outlined above was to evaluate the impact of IQMS implementation in the Queenstown district with specific reference to the Lukhanji Circuit, on the performance of the high schools selected. It was envisaged that the results of the study would contribute towards developing measures to ensure that IQMS implementation achieves the desired objectives. The research questions were: To what extent can IQMS implementation be used as a tool to measure and improve teaching and learning? What measures have been put in place by the district to support and build capacity of the educators to perform? What factors hinder the effective IQMS implementation? The key findings of the study reveal that IQMS as a tool to improve teaching and learning had the overwhelming support of the majority of the respondents. However, a reasonable percentage of the respondents were of the view that IQMS constituted an administrative burden to educators. There are educators who displayed a negative attitude towards the implementation of IQMS. The respondents also felt that the district office needs to provide more support for IQMS implementation so that its objectives can be fully realised. The study makes clear recommendations such as the de-linking of IQMS from salaries and pay progression, provision of more support by the district, to make IQMS more user-friendly to educators and additional budget and teacher training to enhance educators’ professional development.

The Printing and Packaging Industry in South Africa has become very competitive over the last decade. Imports and the move towards environmentally friendly packaging have put additional strain on certain sectors of this industry. EH Walton Packaging (Pty) Ltd is one of oldest converters in the industry, established in 1845, and has always been a leader with regards to new technology. It has grown from a small, family business to one of the biggest and most respected in South Africa, but it is still a private company. Due to the rapid growth the shareholders approved a multi-million rand expansion project in 2000. After completion the anticipated increase in shareholder value did not materialize, even though the production facility is always busy. The objective of this research study is to demonstrate to senior management that quality does not end with accreditation of ISO 9001:2000, but that total quality management is invaluable as a business strategy to reach world class manufacturing standards and to sustain organisational excellence. The research will investigate the origins and development of total quality management and world-class manufacturing and extract the most important elements that form the basis of sustainable competitiveness, as well as research done on the reasons why businesses fail. These elements will be further investigated, with special emphasis on the African/South African environment. Research showed that sustained excellence in business and quality is based on customer focus, guided by strategic planning, with leadership at the core, enhanced by philosophy, employee improvement and involvement, and quality assurance. Failure of achieving excellence is best summarized by Deming’s Seven Deadly Sins. The case study approach that was followed to determine the status of total quality elements within the company yielded contrasting results. A number of the “sins” were identified as present in the business strategy; levels of leadership varies from traditional Summary to high performance; understanding of where the company is heading is fragmented; there are no social programs in place and training only concentrates on apprenticeships and not on developing shop floor skills – to mention a few. Surprising is the world-class orientation with regards to customers; but again, this is contrasted with the lack of active customer satisfaction initiatives. The study concludes that although many negative aspects exist and that the prevailing culture does not appear to support change towards world-class growth, there is an element of positive energy among employees. Most of the employees who participated in the study believe that the company has a bright future. It is these attitudes that must be used to drive change, with a clear vision, good strategies and world-class leaders.

M.Comm. / Achieving quality in products and services requires that TQM be viewed as "a journey to a destiny" in which many routes can be taken, rather than a destiny in itself. Organisations that wish to implement TQM have to study the map carefully before embarking on this "journey" as the Latin phrase "salutes in media via" or "safety lies in the middle route" is unfortunately not a guarantee to reaching the TQM destiny. The main aim of this study is to provide an understanding into the concerns, problems and challenges as well as advantages associated with TOM in modem financial services organisations, which can lead to a false sense of security if not managed correctly. The objectives of the study are therefore 1. To gain insight on how and why TQM developed, placing an emphasis on the change in markets and organisations as well as the management thereof over time To review current TQM trends and obstacles that modern organisations face within the South African financial services industry; and 3. To develop and arrive at a workable model for TOM implementation within the financial services industry. Specifically the study wishes to provide the reader with a broad understanding of TQM, as well as the necessary stimulation to further probe and exploit this management technique.

No description available.

Chang Yir Lirng. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 97-102). / Abstract also in Chinese. / ABSTRACT --- p.ii / ACKNOWLEDGEMENT --- p.iv / TABLE OF CONTENTS --- p.v / LIST OF TABLES --- p.ix / LIST OF FIGURES --- p.xi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- LITERATURE REVIEW --- p.6 / Chapter II. 1 --- Definition of Terms --- p.6 / Chapter II. 1.1 --- Definition of Quality --- p.6 / Chapter II. 1.2 --- Definition of Total Quality Management --- p.8 / Chapter II.2 --- Long-term Quality Strategic Planning --- p.8 / Chapter II.3 --- Quality Management in China --- p.9 / Chapter II.4 --- Quality and Financial Performance --- p.11 / Chapter II.5 --- "Comparison of Quality Management Approaches of Deming, Juran, and Crosby" --- p.13 / Chapter II.5.1 --- Edward Deming's Approach --- p.13 / Chapter II.5.2 --- Joseph Juran's Approach --- p.14 / Chapter II.5.3 --- Philip Crosby's Approach --- p.15 / Chapter II.5.4 --- Comparison of Quality Management Approaches --- p.16 / Chapter II.6 --- Evaluation of Quality Management Frameworks --- p.18 / Chapter II.6.1 --- International Quality Standards --- p.18 / Chapter II.6.2 --- The Malcolm Baldrige National Quality Award --- p.20 / Chapter III. --- "RESEARCH QUESTION, CONCEPTUAL CONSTRUCT AND RESEARCH HYPOTHESIS" / Chapter III. 1 --- Research Question --- p.21 / Chapter III.2 --- Research Hypothesis --- p.22 / Chapter IV. --- RESEARCH METHODOLOGY / Chapter IV.1 --- Research Design --- p.25 / Chapter IV.2 --- Conceptual Constructs --- p.26 / Chapter VI.3 --- Questionnaire Design --- p.28 / Chapter IV.3.1 --- Identification and Selection of Measurement Items in the Questionnaire --- p.28 / Chapter IV.3.2 --- Independent Variables --- p.28 / Chapter IV.3.3 --- Dependent Variables --- p.30 / Chapter IV.3.4 --- Measurement Method --- p.31 / Chapter VI.3.4 --- Translation --- p.32 / Chapter VI.4 --- Construction of measurement items for constructs of Quality Management --- p.33 / Chapter VI.5 --- Data Collection --- p.39 / Chapter V. --- HIGHLIGHT OF FINDINGS / Chapter V.1 --- Respondent Characteristics --- p.41 / Chapter V.2 --- Company Demographics --- p.44 / Chapter V.2.1 --- Company Size --- p.44 / Chapter V.2.2 --- Employees Turnover Rate --- p.45 / Chapter V.2.3 --- Company Sales Last Year --- p.45 / Chapter V.2.4 --- Number of Years Established --- p.46 / Chapter V.2.5 --- Employees Involved in Quality Improvement Activities --- p.46 / Chapter V.2.6 --- Other Company Information --- p.46 / Chapter V.2.7 --- Customer Perception of Company Performance --- p.49 / Chapter V.3 --- Quality Performance --- p.51 / Chapter V.3.1 --- Percent of Items Defective --- p.52 / Chapter V.3.2 --- Internal Waste and Scrap(%) --- p.52 / Chapter V.3.3 --- Returns and warranty --- p.52 / Chapter V.3.4 --- Rework costs --- p.53 / Chapter V.3.5 --- Training and development expenditures --- p.53 / Chapter V.4 --- Financial Performance --- p.54 / Chapter V.4.1 --- Last year's net profit --- p.54 / Chapter V.4.2 --- Last year's return on assets(ROA) --- p.55 / Chapter V.4.3 --- Past three years' return on assets(ROA) --- p.55 / Chapter V.4.4 --- Past three years' sales growth/decline --- p.55 / Chapter V.5 --- Quality Improvement Techniques --- p.56 / Chapter V.5.1 --- Formal Approach to Quality Improvement --- p.56 / Chapter V.5.2 --- Separate Quality Department --- p.58 / Chapter V.5.3 --- ISO 9000 Certification --- p.58 / Chapter V.5.4 --- Application of Quality Improvement Techniques --- p.60 / Chapter V.5.5 --- Quality Improvement - Understand and Specify Customer Requirements --- p.64 / Chapter V.6 --- Productivity Improvement Techniques --- p.66 / Application Of Productivity Improvement Techniques --- p.71 / Chapter VI. --- STATISTICAL ANALYSIS AND DISCUSSION / Chapter VI.1 --- Analysis of Construct Reliability --- p.73 / Chapter VI.2 --- Analysis of Validity --- p.73 / Chapter VI.2.1 --- Content Validity --- p.73 / Chapter VI.2.2 --- Construct Validity --- p.74 / Chapter VI.3 --- The Regression Model --- p.75 / Chapter VI.4 --- Quality Performance --- p.76 / Chapter VI.4.1 --- Items defective --- p.79 / Chapter VI.4.2 --- Waste and damage as % of sales --- p.80 / Chapter VI.4.3 --- Returns and warranty --- p.80 / Chapter VI.4.4 --- Inspection cost --- p.81 / Chapter VI.4.5 --- Rework --- p.82 / Chapter VI.5 --- Operating Performance --- p.83 / Net profit as % of sales --- p.83 / Chapter VI.6 --- Financial Performance --- p.87 / Chapter VI.6.1 --- Last year's net profit as % of asset --- p.90 / Chapter VI.6.2 --- Sales growth in last year --- p.91 / Chapter VI.6.3 --- Sales growth in past three years --- p.91 / Chapter VII. --- CONCLUSION --- p.93 / Chapter VII.l --- Conclusion --- p.96 / Chapter VII.2 --- Limitation --- p.96 / BIBLIOGRAPHY --- p.97 / APPENDIX --- p.103

There are several, well-known difficulties in building construction that often result in low productivity and poor quality. Recent efforts to minimize their effects resulted in partial improvements but the sources of the problems still exist. Within the manufacturing and service sectors, however, improvements were attained with the introduction of a new production philosophy - later identified as lean production - that initiated in Japan (1945) and was introduced in Europe and in the United States in the 1980's. The primary goal of lean production is the elimination of waste, seen as any non-value-added activity in the production system. The design and implementation of this innovative method of production involves the development of a comprehensive strategic planning by the organization and requires long-term capital and human resources investments. An academic movement, designated“lean construction" originated in the United States (1994) with the purpose of studying the applicability of the lean production philosophy for the AEC industry. Current lean construction research, however, advances toward improving construction processes at the project level, but limited researchers address the core motives for manufacturing organizations to shift from mass production to lean production. This thesis focuses on the level of understanding on organizational issues in the implementation of lean construction and seeks answers for fundamental strategy-related matters. The thesis provides results of investigating those issues from the perspective of the owners, through an on-line survey conducted within the higher education institutions segment and 1) concludes that lean construction is feasible for AEC firms that serve that market and 2) suggests the appropriate business strategy to efficiently compete in that market.