published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Business Administration / Master / Master of Business Administration

As global competition intensifies, more companies have found that it is imperative to develop quality management systems that will continuously improve the quality of their products, simply in order to survive. Total quality management (TQM), a term widely accepted as a new management philosophy which was developed based on the management practices in Japan, may hold the key to unlock American industries’ competitive power. It is understandable that many American managers have embraced TQM with great enthusiasm since the early 1980s. China, on the other hand, adopted a policy of economic “reform and openness” in 1978; the goal of this more “open and reformed” policy was to create a better economic, social, and political environment for its state-run enterprises in order to improve their efficiency. Since then, however, western management systems ---- including total quality management ---- have been introduced to Chinese managers. Realizing the potential of TQM in helping those state-run enterprises, the Chinese government has taken a leading role in promoting the implementation of TQM. Rules and regulations have been instigated to enforce the government’s determination to pursue TQM. Moreover, the news media in China has taken an active role in the process of promoting TQM. Special programs have been produced to raise people’s attention to those quality related issues. Despite the early start and wide support received from the government, media, and industry, the effectiveness of TQM implementation in China’s state-run enterprises has been far from satisfactory. Quantity, not quality, is still a main concern of many managers in China. “Shady” products (products of suspect quality) are still sold in the markets. The overall quality level achieved by the Chinese products is clearly below the quality standard set by developed countries. Why have China’s state-run enterprises failed to reap the benefits of implementing total quality management? The main objective of this thesis is to report research that examines the recent history of quality management in China, the national movement toward TQM, the benefits some enterprises have gained since implementing TQM, and the reasons of China’s failure to reap TQM’s full benefits. It is hoped that the experience of China’s TQM implementation can assist other countries in developing a better strategy and to avoid making similar costly mistakes. / Master of Science

published_or_final_version / Industrial and Manufacturing Systems Engineering / Doctoral / Doctor of Philosophy

published_or_final_version / Housing Management / Master / Master of Housing Management

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Housing Management / Master / Master of Housing Management

by Cheung Kwok-wah. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves [1]-[2] (2nd group)). / ABSTRACT --- p.ii / TABLE OF CONTENT / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- DEFINITION OF TOTAL QUALITY MANAGEMENT --- p.2 / Chapter III. --- QUALITY AWARENESS IN HONG KONG --- p.3 / Chapter IV. --- TOTAL QUALITY MANAGEMENT PRACTICE IN HONG KONG --- p.4 / Chapter V. --- ISO9000. / Chapter A. --- What is ISO 9000 ？ --- p.6 / Chapter B. --- Benefit of ISO 9000 --- p.6 / Chapter C. --- ISO 9000 Certification in Hong Kong --- p.7 / Chapter VI. --- PURPOSE OF THE STUDY --- p.8 / Chapter VII. --- LITERATURE REVIEW --- p.9 / Chapter A. --- Approach for implementation of Total Quality Management --- p.9 / Chapter B. --- Factors associated with the success of implementation of TQM --- p.9 / Chapter 1. --- Management commitment and Total Quality Management --- p.10 / Chapter 2. --- Involvement of people and Total Quality Management --- p.10 / Chapter 3. --- Quality Training and Total Quality Management --- p.11 / Chapter 4. --- Measurement of quality cost and Total Quality Management --- p.12 / Chapter 5. --- "Rewards, Recognition and Total Quality Management" --- p.14 / Chapter C. --- Reasons for implementing quality improvement prcgramme --- p.14 / Chapter D. --- Barriers to the implementation of Total Quality Management programme --- p.15 / Chapter VIII. --- METHODOLOGY / Chapter A. --- Target population and sampling --- p.16 / Chapter B. --- Target survey group --- p.16 / Chapter C. --- The questionnaire design --- p.17 / Chapter D. --- Questions grouping --- p.17 / Chapter XI. --- SURVEY RESPONSES / Chapter A. --- Profile of the respondents --- p.19 / Chapter B. --- Reasons for implementation of Total Quality Management programme --- p.22 / Chapter C. --- Total Quality Management approach --- p.23 / Chapter D. --- Quality department and Total Quality Management --- p.24 / Chapter E. --- Quality training and Total Quality Management --- p.25 / Chapter F. --- "Rewards, Recognition and Total Quality Management" --- p.26 / Chapter G. --- Quality costs and benefits measurement and Total Quality Management --- p.27 / Chapter H. --- Achievements observed after implementation of Total Quality Management programmes --- p.30 / Chapter I. --- Difficulties encountered during implementation of TQM programme --- p.31 / Chapter J. --- Outside resources for implementation of Total Quality Management programmes --- p.33 / Chapter K. --- Opinions from manufacturers who have implemented Total Quality Management programmes --- p.34 / Chapter L. --- Progress of ISO 9000 --- p.36 / Chapter M. --- Comparison on Total Quality Management Practices between HK based and China based Manufacturers --- p.37 / Chapter N. --- Summary --- p.43 / Chapter X. --- RECOMMENDATIONS --- p.46 / Chapter XI. --- ACKNOWLEDGEMENT --- p.48 / REFERENCE / Chapter APPENDIX 1. --- Questionnaire / Chapter 2. --- Respondents profile by product nature / Chapter 3. --- Respondents profile by company size / Chapter 4. --- Respondents profile by length of time of TOM programme / Chapter 5. --- Reasons for implementation of TQM programme / Chapter 6. --- Total Quality Management approach / Chapter 7. --- Quality training provided to / Chapter 8. --- ISO 9000 status