The close attention paid to service quality by successful private companies has become part of the environment within which most public service organizations now operate. The ServQual model has been used with success to help companies quantify customers' expectations and perceptions of their service and to use this analysis as the basis for improvement. More recently, the ServQual approach has been applied in public service contexts with mixed reliability and validity. This paper reports on the application of the ServQual model to a conference and hospitality venue operated by a Scottish local authority. The study investigates five distinct customer segments: conferences, meetings, receptions, performances, and weddings. The expectations-perceptions gaps are assessed for each of these segments using the ServQual model and the size and antecedents of ServQual Gap 1 is also examined.
Most of the Fortune 500 companies address Corporate Social Responsibility (CSR) on their websites. However, CSR remains a fluffy concept difficult to implement in organization. The European Business Excellence Model has since the introduction in 1992 served as a powerful tool for integrating quality in organizations. CSR was first introduced in the model in 2002. From 2004 the European Foundation for Quality Management (EFQM) has been eager to promote the model as an effective tool for implementing CSR.. The article discusses the potentials of the model for this end and illustrates how a 2006 European Award winning company has used the model to integrate CSR. The company adapted the Business Excellence model to improve performance, stimulate innovation and consensus.
The business excellence models are used by many organisations around the world as a strategic driver for business improvement and in some cases as the basis for applications for awards based on the models. These include the Baldrige, EFQM, Australian Business Excellence Framework and many other national and regional models. Whilst many award recipients showcase their achievements, comparatively little is known about the challenges and impediments they face in reaching and sustaining high levels of success as evidenced by winning awards. This paper seeks to identify challenges faced by examining the experience of a sample of Australian Business Excellence Award winners. Findings suggest that the primary challenges include; leadership support, drive and consistency throughout the organisation and communicating strategy and making it meaningful for people at all levels. The study also found variability in challenges across organisations.
This paper addresses the needs of SMEs manufacturing companies which due to their limited resources are often unable to introduce radical changes in their strategies. The main focus is on analyzing the principles of lean manufacturing and management regarding their potential contribution to building a company's competitive advantage. The paper analyses lean from a strategic management viewpoint while combining its implementation with achieving a competitive advantage. The ultimate result is a framework for lean implementation aimed at building a competitive advantage for companies. The proposed framework focuses on the idea of a closed loop with embedded sustainability.
To continuously and systematically improve efficiency and efficacy of processes, organizations need the implication of all employees in continuous improvement and innovation through suitable Quality Management Programs (QMPs). Effectiveness of these programs is directly linked to the requirement employees understand the methodologies and tools used for QM and the benefits that will derivate from their implementation, individually and collectively, so they can commit and implicate. Lean Management is a friendly methodology to continuously and systematically achieve process improvement, so helping the organization seeking operational excellence that contributes to overall excellence. This paper identifies Critical Success Factors (CSFs) for an effective implementation of QMPs, suggests Lean Management as an easy-to-understand, powerful and friendly methodology for operational excellence and overall excellence, and presents a case experience of implementation of Lean Management in a health care organization that applies the EFQM model, and the lessons learnt.
Jr-Jung Lyu, Hai-Lun Chao, Chia-Wen Chen and Li-Yu Huang
People emphasize on their own health and wish to know more about their conditions. Chronic diseases now take up to 50 percent of top 10 causes of death. As a result, the health-care industry has emerged and kept thriving. This work adopts a customer-oriented business model since most clients are proactive and spontaneous in taking the “distinguished” health examination programs. We adopt the soft system dynamics methodology (SSDM) to develop and to evaluate the steps of introducing customer relationship management model into a case health examination organization. Quantitative results are also presented for a case physical examination center and to assess the improved efficiency. The case study shows that the procedures developed here could provide a better service.
JrJung Lyu, Hai-Lun Chao, Chia-Wen Chen and Li-Yu Huang
People emphasize on their own health and wish to know more about their conditions. Chronic diseases now take up to 50 percent of top 10 causes of death. As a result, the health-care industry has emerged and kept thriving. This work adopts an innovative customer-oriented business model since most clients are proactive and spontaneous in taking the “distinguished” health examination programs. We adopt the soft system dynamics methodology (SSDM) to develop and to evaluate the steps of introducing customer relationship management model into a case health examination organization. Quantitative results are also presented for a case physical examination center and to assess the improved efficiency. The case study shows that the procedures developed here could provide a better service.
In poor countries, the burgeoning middle-class population, people who eat three times a day1, is placing profound worldwide price pressure on food and natural resources. This keynote address examines the implications of the boom in middle-class population on the world economy and innovation. Where not long ago food production was aplenty and the problem was distribution, today growing middle-class demand on food production has prices of food staples such as wheat and corn, and their derivatives, inflating. This follows the trend in the growth of prices of natural resources and durable commodities emanating from economic globalization and the building of infrastructure. This keynote address examines the five prices that are in play in the global economy and a brief perspective through the supply chain window. The address also examines implications of the middle-class boom and the additional importance this places on innovation, particularly in three areas of economic structure.
Based on the 'Best Paper-2010' by the TQM Journal, the author has a chance to test out the model in a number of firms in Malaysia through SIRIM. Furthermore, riding on the success, SIRIM has named it as the SIRIM Green 5-S Model. As a result, the aim of this paper is to share the experience of the “SIRIM Green 5-S Model for Sustainable Development”. Since 1993, the author used the proprietary 5-S Checklist for training and consultancy in no less than 10 countries with over 50,000 persons from around 2,000 organisatioins world-wide. On the other hand, HKSAR takes the lead in the global oil energy consumption/GPD. The experience will be shared in this article.
Students, their families, employers and the government want the assurance that students will get “good quality” education. The question is: what does “good quality education” mean? This paper seeks to provide the answer as well as some concrete criteria and proposals to improve the objectives and quality of the education systems. We argue in this study that the quality of higher education and student satisfaction is a cumulative construct, summing various facets and variables of the educational institution, such as technical, functional, infrastructure, interaction and atmosphere variables. In this research we describe a study involving a new instrument, i.e. the 5Qs model and a new method which assures the reasonable level of relevance, validity and reliability, while being explicitly change-oriented. The main goal of the empirical part of this study is not to evaluate the performance of the staff or to analyze the student assessment or satisfaction, rather to test the new 5Qs model. The use of the 5Q dimensions provides both a structure for designing a higher education quality measurement instrument and a framework for prioritizing results and findings.