This paper explores different quality management systems (QMS) and correlates their value in achieving success as measured by the Malcolm Baldrige Award. The three major quality management systems were reviewed, International Organization of Standards (ISO), Total Quality Management (TQM) and Six Sigma. Quality management systems are the single most powerful tool that a company can establish to create a sucessful organization.

Det här examensarbetet har fördjupat sig inom två områden inom kvalitetsledning. Det första området är ”ständiga förbättringar av processer”. Den andra är en ”mjuk sida” av kvalitetsledning, värderingarna.En enkät har tagits fram som ska kunna mäta stöd för olika värderingar. Motiveringen att göra det kan vara en önskan att skaffa sig en utgångspunkt i förbättringsarbetet för sitt arbete med förbättring av processer, inom en organisation eller företag. Denna enkät bör även lätt kunna modifieras för att bli användbar även för andra forskare eller organisationer för att mäta en utgångspunkt i sitt förbättringsarbete av processer.I detta arbete har utvärdering gjorts av två olika gruppers resultat för sex olika värderingarna (med enkät samt efterföljande intervjuer) som anses viktiga inom offensiv kvalitetsutveckling.Rapporten ger även förbättringsförslag till organisationen för utveckling av sitt arbete med ständiga förbättringar processer, för några av de värderingar som studien indikerade att stödet behövde utvecklas för. / This degree project has deepened into two areas within quality management (QM). The first area is “Continuous improvements of processes”. The second is a “soft side” of QM, the values.A survey has been developed that can measure support for different values to be able to provide a starting point for the improvement work with process improvement, within an organization or company. This survey can easily by using the same methodology as used in this work, being modified to be useful for other researchers or organizations.In this work, evaluation of results, from two different groups has been made, of support for six values (using questionnaires and subsequent interviews) as considered important in QM.The report also provides improvement suggestions to the organization for development of the work of “Continuous improvements of processes”, regarding some of the QM-values which is proposed to improve. / <p>2020-06-26</p>

Summaries in Afrikaans and English / Text in Afrikaans / Die studie is ondemeem om empiries vas te stel wat die aard en omvang van Totale Kwaliteitbestuur as 'n interne organisatoriese reeling vir personeel in die Toetsvliegen Ontwil<kelingsentrum in die Suid-Afrikaanse Lugmag is en om terselfdertyd te bepaal of die gesindheid van die personeel van die Toetsvlieg- en Ontwikkelingsentrum jeens Totale Kwaliteitbestuur positief is en of hulle van mening is dat die toepassing van Totale Kwaliteitbestuur vir hulle aanvaarbaar is. Ondersteunend tot die empiriese ondersoek is ook 'n teoretiese studie gedoen om Totale Kwaliteitbestuur binne die konteks van die organisasieteorie te beskryf, om 'n toepaslike definisie vir Totale KwaHteitbestuur vir hierdie stuc:tie te bepaal en om die Totale Kwaliteitbestuursdimensies vanuit die literatuur te bestudeer en die dimensies in 'n model te integreer wat gebruik kan word om verbeterde werkverrigting by die Toetsvlieg- en Ontwikkelingsentrum te bepaal. Daar is ook aandag gegee aan die proses van Totale Kwaliteitbestuur en organisatoriese reelings vir die vestiging daarvan in die Toetsvlieg- en Ontwikkelingsentrum om sodoende die konteks van die studie te beklemtoon. / The study was to determine empirically the nature and extent of Total Quality Management as an internal organisational arrangement for personnel at the Test Flight and Development Centre in the South African Air Force, while at the same time determining whether the attitude of the personnel of the Test Flight and Development Centre found the application of Total Quality Management positive and acceptable. A theoretical study was done in support of the empirical study to describe Total Quality Management within the context of the organisational theory, to find an appropriate definition for Total Quality Management for this study, to study Total Quality Management dimensions from the literature, and to integrate these dimensions into a model that can be used to determine improved performance at the Test Flight and Development Centre. The process used for the implementation of Total Quality Management at the Test Flight and Development Centre were also studied. / Public Administration / M. Admin. (Public Administration)

Thesis (M. Admin.)--University of South Africa, Pretoria, 2002.

Submitted in fulfilment of the requirements of the Degree of Master of Technology: Quality, Durban University of Technology, 2014. / Creativity and innovation drive organisational progress and is being heralded as the next competitive frontier for organisations. This study was initiated by current research which showed that the soft (infrastructure) quality management practices which focuses on people and culture had a greater effect on the pursuit of quality and innovation than the hard (core) quality management practices which focuses on techniques and methodology. Adopting a culture of innovation and creativity in quality instead of mere compliance, should drive the corporate quality strategy. This study made use of qualitative and quantitative research techniques by reviewing national and international related literature and used a questionnaire to investigate 54 ISO 9001 accredited South African organisations, respectively. It also investigated the degree to which creativity and innovation are practiced in these organisations, thereby exploring the gap between the importance of a factor to an organisation and the practice of the same factor. Results from Chapter 4 show that implementing innovation, the role of management and the role of government in encouraging innovation are very important but insufficiently practiced. The questionnaire revealed that hard/core factors are sufficiently practiced in quality but that the soft/infrastructure factors, which are important to innovation, are not. The respondents indicated that pursuing both quality and innovation simultaneously is an important goal and that the external and internal environment impact on innovation as much as the characteristics of the individual does. A model which attempts to consider all the factors that impact on innovation and quality is proposed. The model, called the Qic Model, consolidates previous research on innovation and quality through the Composite Model of Innovation and Quality and then proposes a tool called the Qic Assessment Matrix which can be used to strategically position an organisation or assess effort in innovation and quality. / Durban University of Technology

Dissertation submitted in partial fulfilment of the requirements for the degree of Master of Business Administration, Business Studies Unit, Faculty of Commerce, Durban University of Techology, 2007. / Quality improvement is a fundamental and important attribute of a company’s business strategy and competitive positioning. The Durban-based paint factory of Dulux (Pty)Ltd, is the primary manufacturing and distribution site in South Africa. This site has to ensure that the consumers and customers in the target market, are satisfied with the quality of product and service received from the factory. This research focuses on the determination of employee perceptions of quality during 2006 at the paint factory site. In particular, how could these perceptions be effectively used by management as a basis for improving the quality ethic on the site. An improved quality ethic ensures a value- added product and service offer to the target market. The research investigates employee perceptions for various site departments and job grades within the context of several quality themes. Employee perceptions were determined by means of a quantitative survey conducted on the site population using a survey questionnaire. The study shows a primarily positive perception of quality by the employees. The subsequent descriptive and inferential statistical analysis quantifies these perceptions as statistically significant in relation to the research questions that were used in the research. There were some perceptions of quality that highlited potential areas for improvement within the site quality management system and the scope of application. These areas need to be considered by management in order to restore positive perception and support for the quality management system. It is recommended that an annual survey of employee perceptions be conducted by the Quality Assurance department and feedback discussed at the annual quality management review forum. An effective quality improvement and communications strategy can then be determined for implementation. It is also proposed that future research consider conducting a similar study at the service oriented Dulux Alberton site and another survey for the management team at the Durban factory.

Submitted in fulfilment of the requirements for the Masters Degree in Technology: Quality, in the Department of Operations and Quality Management, Durban University of Technology, 2009. / Higher education institutions are faced with an increasing number of complex challenges including implementing and maintaining a quality management system. In addition, the transformation of higher education brought about further regulations, especially to private higher and further education institutions. Managing the change in private higher and further education became complex as institutions were required to meet the Department of Education’s registration requirements and the HEQC and Umalusi Council’s quality audit criteria requirements. Hence, this study reviewed related literature which represented sources of information, to determine the nature of PHE and FET institutions. The literature further scanned business quality tools and the SAEM and their applicability to private higher and further education. It was established that the TQM philosophy and the ISO 9001: 2000 quality standard, applied in an integrated system, was suitable for higher education. The review identified the SAEM as a suitable model to use as a basis for an integrated quality management system. From the literature review, the nature of PHE and FET institutions and the requirements of the HEQC and Umalusi Council were established. A significant finding was that PHE and FET institutions did not have an internal quality management system in place. This revelation led to the research investigation on finding the needs and deficiencies of FET and PHEIs. A questionnaire, using mainly open-ended questions, was designed and administered to FET and PHEIs for this purpose. The responses revealed that some quality practices were in place but, overall, the quality arrangements were inadequate. The results of the research investigation and the principles of the business quality tools were integrated into the SAEM’s principles. This process led to the formation of an Integrated Quality Model. This Integrated Quality Model was recommended as an internal quality management system for FET and PHEIs

Thesis (MBA)--Stellenbosch University, 2002. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT: To compete in the global economy South African, organisations have been forced to become more competitive with other organisations worldwide. These changes have necessitated analysis of improved management techniques, stakeholder needs and requirements, business orientation and people management skills in order to ensure that the most efficient systems and structures are implemented. In this project, the systematic approach towards business excellence is discussed. Business excellence can only be achieved by implementing a structured approach towards business performance. This approach starts with the stakeholder needs, which are incorporated into the organisation's policies and strategies. The organisation must align its process and capabilities with the strategy in order to achieve the desired business results. This whole process is driven by leadership and a performance culture. The Denison Organisational Culture Model is based on managerial practices that have an impact on performance, and is introduced as a framework for measuring the organisational culture. The SAEF Model for performance excellence is a framework for measuring the organisation's progress towards achieving performance excellence, and is supported by the principles of continuous improvement and TOM. The self-assessment process, as prescribed by the South African Excellence foundation, is reviewed as a process to measure performance against the SAEF Model framework. A process for integrating results of the self-assessment exercises into the business planning process is presented. Lastly, guidelines on benchmarking, surveys and performance measurement are discussed as a toolkit for successful self-assessment.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: To compete in today’s ”new” economy, Centocor R&D SCH has to attain and maintain a competitive advantage within the global Pharma/biotech industry. With their drive to become a centre of excellence in the fields of fill-finish of biologics and particle characterization, it is important that an analysis of the status quo be done, and that efficient systems and structures are implemented to achieve world class performance. In this project, the approach to business excellence is discussed. Business excellence is more than a simple accumulation of a range of best practices. It can only be achieved by implementing a structured approach towards business performance. This begins with an internal self-assessment; as well as an assessment of the customer/partner needs: these of which are incorporated into the organization’s policies and strategies. Their perceptions are evaluated since these “quality chains” are what ultimately drive a business. The organization must align its culture, processes, inputs, and capabilities with the vision, goals and strategy; and promote and display a mind-set for innovation, and continuous improvement. In this way, the desired business results may be achieved. This is all driven by leadership; and a quality and performance culture; and provides an opportunity to view the organization holistically. The developed model for Centocor R&D SCH is a framework for measuring their business excellence towards achieving performance excellence, and from there a well-paved route for developing the centre of excellence. It is developed on the basis of the European Foundation for Quality Management Model as well as that of the global J&J Process Excellence Competitive Assessment Model; and is supported by the criteria that support those. Strengths are identified, and areas of improvement are viewed as opportunities where the teams can improve on to ensure leadership and excellence in those arenas. / AFRIKAANSE OPSOMMING: Om in vandag se “nuwe” ekonomie mededinge te kan wees, moet Centocor R&D SCH ‘n mededingende voordeel in die globale farmakologiese/biotegnologie industrieë bereik en handhaaf. Met die dryfveer om ‘n sentrum van uitnemendheid in die velde van lyofilisasie and partikel karakterisasie te word, is dit belangrik dat ‘n ontleding oor die status quo gedoen word, en dat doeltreffende stelsels en strukture geïmplementeer word om wereldklas prestasies te behaal. In hierdie projek word die benadering om tot sake-uitnemendheid te vorder, bespreek. Sake-uitnemendheid is meer as net ‘n eenvoudige akkumulaise van ‘n reeks beste praktyke. Dit kan slegs bereik word deur die implementering van ‘n gestruktureerde benadering tot sake resultate. Hierdie proses begin met ‘n interne self-ondersoek, asook ‘n beoordeling van die behoeftes van kliënte en vennote: dit wat in die organisasie se se beleide en strategieë geïnkorporeer is. Hulle persepsies word ge-evalueer want dit is juis hierdie waardekettings wat uiteindelik die sake-onderneming voortstu. Die organisasie moet sy kultuur, prosesse, insette en vermoeëns met die visie, doelwitte en strategie belyn; en ‘n ingesteldheid op innovasie en deurlopende verbetering toon en uitbou. Op so ‘n manier kan die gewensde sake resultate behaal word. Dit word alles beheers deur leierskap en ‘n kultuur van kwaliteit en prestasie, en skep die geleentheid om die organisasie holistoes te benader. Die model wat vir Centocor R&D SCH ontwikkel is, is ‘n raamwerk waarmee hulle hul sake-uitnemendheid kan meet, met die oog om uitmuntende prestasie te lewer, en om van daar af tot ‘n sentrum van uitnemendheid te ontwikkel. Die model is gebasser op die European Foundation for Quality Management Model asook die globale J&J Process Excellence Competitive Assessment Model, en word gedar deur die criteria van daardie modelle. Sterkpunte word geïdentifiseer, en areas vir ontwikkeling word gesien as geleenthede vir die spanne om te verbeter en na leierskap en uitnemendheid in daardie gebied te streef.

This study examines the relationship between organisational culture and TQM implementation barriers to gain a more comprehensive understanding of the factors affecting TQM implementation. For TQM implementation to take root effectively, the critical role of organisational culture is widely recognised. The existence of pitfalls and obstacles (barriers) to implementing TQM is also widely recognized, as is the importance of understanding these TQM implementation barriers. Nevertheless, whilst many TQM implementation models and frameworks have been designed and proposed, no study has been located in the literature that has systematically examined the relationship between organisational culture and TQM implementation barriers. This theoretical lapse in the TQM literature necessitates an investigation of the direction and significance of the relationship which can help in devising more informed TQM implementation models. In this context, a quantitative research methodology was adopted to examine the profiles of organisational culture and of TQM implementation barriers in organisations in Bahrain and to examine the relationship between these variables. Bahrain is presently going through a rapid expansion in quality management system adoption. Accordingly, the research uses four constructs of organisational culture as independent variables and six constructs of TQM implementation barriers identified through the literature as dependent variables. A set of hypotheses was developed describing the expected relationships between these two sets of variables. The study adopted a positivist, deductive approach using an online survey questionnaire to obtain quantitative data for hypothesis testing. The research instrument was assessed for validity and reliability through structured interviews. Responses to the survey were obtained from 325 organisations located in Bahrain. Analysis of Moment Structure (AMOS) version 16.0 was used to test the measurement model using Confirmatory Factor Analysis (CFA), and to test the structural model using Structural Equation Modelling (SEM). Both models showed a very good fit to the data, with good construct validity and reliability. The findings of the study showed that group culture, which is believed to be an ‘ideal’ culture for TQM implementation helps decrease employee barriers, information barriers and customer related barriers as predicted. However group culture wasn’t found to help decrease top management barriers. Rational culture was found to decrease top management barriers as predicted but it wasn’t found to help decrease employee and customer barriers. The findings confirm the significant impact of hierarchical culture in the Bahrain context in decreasing planning and process management barriers. Developmental culture’s potential to lower employee and customer barriers was observed but was not found to be statistically significant. This research makes several contributions in both academic and practical terms. Theoretically, positioning organisational culture as an antecedent of TQM implementation barriers, this study is the first holistic approach that attempts to empirically investigate which type of organisational culture is related to which TQM implementation barriers. Understanding the nature, strength and direction of these relationships can help to inform and support future TQM implementation attempts. Practically, this research will benefit organisations who have not been able to fully realise TQM, or who are in the process of planning the introduction of TQM. The findings of the study can help Bahraini organisations to realise the long term quality objectives of the Bahrain Centre of Excellence’s Vision 2030 programme. Furthermore, the study has contributed a new empirically tested scale for measuring TQM implementation barriers - a valuable tool on its own, or in conjunction with the organisational culture profile assessment tool - for both practitioners wishing to examine their readiness for TQM or progress in creating a TQM ethos, and for future researchers wishing to extend our understanding of the influence of TQM barriers and/or culture on major organisational improvement interventions. It is expected that replication of this study in other countries and regions with different culture and context may help in developing an improved model of TQM implementation. Implications for managers and future research are advanced.