abstract / Housing Management / Master / Master of Housing Management

Continuous Quality Improvement (CQI) is a set of constructs, principles, and tools aimed at continually improving organizational processes. While thousands of organizations worldwide have adopted CQI, there are still many gaps in our knowledge of how to get the most out of CQI efforts. This paper addresses several of these gaps, including the limitations of existing CQI theory and the inconsistencies regarding the implementation of CQI at team and departmental levels. After discussing the basic principles of CQI, a framework for understanding and utilizing CQI is offered. Then, the results of 102 interviews, conducted with team leaders and department heads in a large hospital in the Southwestern United States, are presented. These results suggest that CQI team effectiveness is most influenced by goal specificity, team composition, and team leader training in statistical process control (SPC). Other factors, including team leader attitude toward CQI and team CQI skills, were also related to CQI team effectiveness. Departmental results were less clear. Only department head attitude toward CQI was significantly correlated with departmental CQI implementation. Potential meanings and implications of these findings are discussed, suggestions for implementing CQI in teams and departments are offered, and directions for future research are provided.

International Telemetering Conference Proceedings / October 26-29, 1992 / Town and Country Hotel and Convention Center, San Diego, California / Terms like efficiency, quick response, and interoperability are becoming the bywords of the test and evaluation (T&E) community as the Defense Department tightens its corporate belt [1]. These changes mark the end of an era of manual processes and duplication of effort and the beginning of an era of cooperation, standards, and Total Quality Management (TQM). Managing the huge volume of telemetry information required to support flight test at the Air Force Flight Test Center (AFFTC) has required new paradigms and system development strategies. These new ideas have resulted in the Aircraft Information Management System (AIMS), a system designed to meet the challenges of a new era in T&E. This paper discusses the AIMS design and function as background for the deeper issue of effective, efficient management of telemetry setup information. The information history model used in AIMS is presented and discussed. In the process of developing standards for the AIMS a methodology was discovered and successfully implemented for resolving information management issues in the framework of system development.

Approved for public release; distribution is unlimited / Organizational change for the purpose of improving performance is extremely challenging, particularly for government institutions. Large bureaucracies, hierarchical structures, and deeply rooted work cultures are some characteristics of governmental organizations that have proven to be serious impediments to performance improving change. In May 2003, the NAVAIRDEPOT North Island Engineering Competency (NAVAIRNI 4.0) began a transformational process to improve organizational performance by providing higher value to its customers, generating higher quality of products and services, and attaining better financial performance. The purpose of this thesis is to analyze the experience of government organizations in implementing performance related change efforts such as Total Quality Management (TQM), Business Process Reengineering (BPR), and Activity Based Costing (ABC). Specifically, this thesis will identify leadership characteristics and strategies employed by public firms during successful transformation initiatives. By isolating leadership traits associated with these successful change efforts, this thesis hopes to develop a simplified relational model that can provide NAVAIRNI 4.0 and other government organizations with effective leadership concepts for use in their own endeavor. / Civilian, United States Navy

In recent years, attempts to find solutions to business and social problems of developing nations have dominated the interest of developmental researchers. This study, in effect, has taken the same approach to finding the problems and solutions to the case of Nigeria Airways Corporation. The study is significant because it analyzed the organizational structure and operation of Nigeria Airways Corporation, with the view of developing a model for implementing TQM. In addition, some specific variables were investigated. The variables were: (1) management commitment, (2) employee involvement in the decision-making process, (3) customer input, (4) continuous improvement, and (5) organizational effectiveness. With the variables of choice, the study was designed and questionnaires were administered to random samples selected from top-level management, middle-level management, lower-level management, and the general public. After collecting the responses, statistical tests such as statistical percentage frequencies, mean analysis, an analysis of variance (ANOVA}, and Scheffe tests which compare the level of significance as specified in the hypotheses, with .05 level of significance were performed. The findings showed statistical differences among the different levels of management, the non-management employees, as well as the general public. The differences were in the organizational structure and operation, decision-making process, and provisions for customer inputs in Nigeria Airways Corporation. The study showed that the adapted model of Total Quality Management is a relevant tool that might remedy the poor performance of the airline. The study recommends the total reorganization of the structure and operation of the airline with a total view of implementing an adapted TQM.

D.Ing. / A development model for complex products in a multi-disciplinary development environment, is the focus of this research. Currently there are a few development models in use in industry, however it is shown in this research that these models are based on one or at best two development criteria, for instance TQM focuses on quality but the other development criteria do not feature strongly in TQM. The aim of this research is to develop a generic model for the development of complex, multi-disciplinary products, such as missiles, that have at least mechanical and electronic engineering involvement. The researcher presented a rationale and a problem statement as the starting point of the research. The problem being the scarcity of a development model that includes the TRAMM development criteria into the early stages of development in a multi-disciplinary environment for complex products. The problem statement stipulated the environment and the research essence. The need for a development model that includes TRAMM in a multi-disciplinary development environment for complex products is emphasised. The research objectives and the main definitions used in this research are given. The TRAMM criteria are clearly defined. The TRAMM criteria were emphasised. Currently these development criteria are each researched in an isolated, specialist field. It is shown that not all the TRAMM criteria are included in the current development models. However, the TRAMM criteria as isolated development criteria are fields well documented except in a methodology on how to implement these in the early stages of development. The TRAMM criteria are currently add-on development. The intention with this research is to integrate the TRAMM criteria into the early stages of the development. The researcher gives the possible methodology to include the TRAMM criteria in a development model. The current development models are introduced. The investigated development models are DFR/DFM, IPD, TQM and CE. The strong and weak characteristics of each model are highlighted. A possible methodology on how to incorporate the strong development criteria of the specific model in an integrated development model. The five development phases of the MPS development model are discussed. The MPS development model consists of a number of modules that are used for certain development tasks within the global development process. The contingency and processes of this modular model are one of the major problems. An integrated development model should solve this problem. The MPS development model is the basis for the IPS model. Two product developments based on the MPS model are identified and discussed. During the development of these products, requirements were raised and further development criteria were identified and included in the MPS development model. The development criteria that are introduced in these two developments are highlighted and possible methods on how to include it in an integrated model are discussed. Summaries of four of the literature-surveyed models are ascertained before it is evaluated. An evaluation matrix consisting of 84 development criteria is proposed. This matrix is based on the literature-survey and the current development models. This matrix includes development criteria from these models. The matrix incorporates the TRAMM criteria, management, design, organisation and project policies. The matrix makes a comparison between the different development models including the MPS model. It is clear from the comparison that the different models were developed with a certain aspect of development in mind. These models do not include all the development criteria given in the 84 criteria evaluation matrix. A model is proposed that includes these criteria and that can be tailored according to certain user requirements. An integrated model that includes the criteria given in the evaluation matrix, which includes the TRAMM criteria, is required. Such a model is proposed. This model is named the IPS development model. The IPS development model for development in a multi-disciplinary environment is described. This model is based on the MPS and literature-surveyed development models. From the evaluation matrix, it is clear that some of the criteria are not included in any of the literature-surveyed models or the MPS development model. The inclusion of these criteria in the IPS model is part of the contribution of this research. The research contributions are highlighted. The IPS development model is a model for development in a multi-disciplinary environment for complex products. It can be tailored for various fields including mechanical and electrical development fields. The IPS model concentrates on a 5-phase development structure. This structure concentrates on the management aspects of development. Once the management phase (phase 0) is in place, the development can start. This phase is called the concept, exploration and definition phase (phase 1). During this phase the concepts are explored and defined. In phase 1, no hardware is built. Hardware that demonstrates new technology or reduces design risk is the only exception to this rule. If all the concepts are explored, the demonstration and validation phase (phase 2) can start. The demonstration and validation phase includes the TRAMM criteria of the development. Phase 3, the full-scale engineering development phase is the phase where the hardware is designed and this phase includes the design aspects of the development. Phase 3 is the last phase covered in this research; the other two phases are the production, commissioning and support phases. These phases are included as the framework for the feedback path of the development. The IPS development model is circulated in one of the intended development environments and evaluated. The respondent's results show that most of the criteria in the evaluation matrix are significant the development. On an average scale, the TRAMM criteria are regarded as more than 75% important in this specific multi-disciplinary development environment.

M.Ing. (Engineering Management) / The recent quality revolution has improved companies’ competitive positioning; they can utilise quality tools and methodology to improve performance in their markets and businesses. These tools have become easily attainable and popular due to the Internet. However, the Internet has also created higher consumer demand for quality products. The implementation of a quality management system is an effective method to improve product quality as well as improving business performance through documented and managed processes and activities. The ISO 9001 standard and the Total Quality Management (TQM) philosophy are the most popular quality management systems used globally. For the current research, a case study was performed on ten South African firms to (1) gain knowledge of the issues these manufacturing firms face when working towards achieving high product quality levels under ISO certification, as well as (2) to identify successful quality practices implemented by firms that produce superior quality products. A questionnaire was used as the research instrument, and was addressed to employees of enterprises that have any relevance to quality practices of the company they work for, regardless of size. The focus areas of the questionnaire were quality performance, motivation for pursuing ISO 9001 certification, the use of quality tools and the perception that employees have of their firm’s soft elements. A conceptual model was designed for finding causal relationships between these variables. The outcomes of the current research indicated that the majority of the studied firms’ quality performance levels were above average and they proved to have good knowledge of the basic quality tools. The most frequently used quality tools for these South African firms were the activities of monitoring scrap and the use of Statistical Process Control (SPC) tools during production. The results also showed that the firms are very knowledgeable and aware of the importance of the soft elements of the system. The establishment of measurable quality objectives at relevant functions proved to be the soft element that firms were the most satisfied with. The paper concludes with a list of recommendations for organisations that wish to improve or further improve the quality of their products.

D.Phil.

A research report submitted to the Faculty of Business Administration, University of the Witwatersrand, Johannesburg, in partial fulfillment of the requirements for the degree of Master of Management (Human Resources) / Many companies today are not achieving expected business results despite significant investment in Total Quality Management (TQM). Even some previous Malcolm Baldrige award winners are seen struggling. Some report that perhaps only 30% of companies using TQM methods have achieved demonstrative bottom line success, at least in the short run. That leaves the remaining 70% with results spreading from localized success stories, but little bottom line results, to a few with various symptoms of abject failure. / AC2017

A research project submitted to the Faculty of Engineering, University of the Witwatersrand, Johannesburg in fulfilment of the requirements for the degree of Master of Science in Engineering. Johannesburg, 1995. / This project compares the ISO 9000 series with the Deming-based total quality management philosophy. The series are also equated with the Deming prize and the Malcolm Baldrlge National Quality Award as a trilogy in achieving total quality management. Many companies which have implemented total quality management are requiring their suppliers to meet quality standards to assure a consistent product or service. The SABS ISO 9000 series is presently a prevalent method of assessment of suppliers. Concerns that ISO registration would be the only way LV ensure sales to the European Community have partially diminished, while pressure from domestic firms have increased. especially for companies facing competitive bidding from supplier contracts This driving force may result in companies not reaping the advantages of total quality management, as their quality systems are simply designed to meet ISO 9000 requirements, Analysis, primary and secondary research identified weaknesses and strengths of the ISO standards and Awards. Suggestions are made to those companies in the process ofISO registration in moving to a total quality environment.