Considers the extent to which Standards Based Management Systems and best practices are being successfully implemented in Malaysian organizations. A survey on Malaysian organizations was conducted in June 2011 and has produced 143 positive responses. Highlights the findings of the survey such as the status of ISO 9000, TQM, 5-S, QCCs and quality tools & techniques, the benefits and difficulties, best practices most frequently used and the future trend of Malaysian quality improvement activities. Also highlights a model for the implementation of TQM for Malaysian organizations.
In the context of the increasing globalisation of value chains the management of both manufacturing and service firms find themselves faced by contradictory pressures to reduce costs whilst at the same time engaging with customers and suppliers in product improvement and innovation. For advocates of lean production methods the answer is often to be found in a check-list approach to rationalising the present modes of value creation within any organization. Much can be gained by combining such approaches with modes of continuous improvement or kaizen. As Nonaka and Takeuchi (1995) have brilliantly illustrated, the most successful of Japanese firms have achieved their ability to adapt and to innovate through the uses of internal and external appropriation of tacit knowledge. For these authors this implied not only a 'bottom-up' structure of formal organization but also a means of listening and translating experiential knowledge into codifiable product and process designs. In the Japanese context this was seen as being brought about by the day-to-day integration of group decision making into operational management as well as the use of special project teams. The application of the methods has proved much more problematic for Western managers, although Japanese transplants have been relatively successful in the same Western context. In this paper I suggest that leadership styles and the formal organization of knowledge creation have to be seen as being congruent both in their aims and in the manner in which they are operationalised. Managers have also to begin by recognising the basis for the psychological contract held with outside customers, suppliers and other organizational members. Quality, especially in service fields, is often in the eye of the beholder!
In the environment of continuous change today, trust is needed more in most organizations but is enacted less. This paper discusses trust in leadership. Trust is the essence of leadership forming a foundation for functioning relationships and co-operation. Trust is intangible asset, a managerial skill, and an influencing power for leaders. Leadership by trust emphasizes trustful behavior towards employees. It can be defined as an interactive way of leading organizations for effectiveness and profitability. In this paper, we suggest that, it is trustworthiness in leader behavior that matters. Showing trustworthiness by competence, integrity, benevolence, and credibility makes a difference in daily leadership work and sustaining innovations. This paper focuses on how leaders enact on trust by showing trustworthiness to subordinates. Real life case examples are presented and their implications are discussed. In conclusion, leadership by trust matters in building innovative work environment. As to untrustworthy leader behavior, it is worth noting that building and sustaining trust is reciprocal in nature. A practical implication for leaders is that the development of an awareness of trustworthiness and skills for demonstrating it should be a top priority in the current business environment, which demands strong interaction, cooperation, and communication abilities.
Knowledge management has became vital in organizations in today's business environment as the implementation of knowledge management tends to provide benefits such as an enhanced way to organize existing corporate knowledge; making individuals more effective at sharing explicit knowledge; and providing new ways to expose tacit knowledge, and in turn this will lead to competitive advantage. It has been argued that the role of quality professional can contribute greatly to knowledge management to include raising strategic awareness, improving the knowledge management process, cost minimization through the usage of one model to blend knowledge management and quality verification and leading the way, and in turn achieving organizational competitiveness. Due to the contribution of quality professional to the enhancement of the knowledge management process, it is suggested that a quality management system that supports all the quality management dimensions and knowledge creation processes will be more effective than one that does not. Therefore, the purpose of this paper is to establish a knowledge management system where quality professional will be a key player in capturing the knowledge needed for the needs of small and medium sized organizations in Saudi Arabia.
This paper presented a study on proposing a method for motivation with the use of QFD. It was reported by three students who majored in MOT at Graduate School of Science and Engineering, Yamagata University in 2009. QFD has been widely used in manufacture and service industries for making improvement with the existing products and programs. However, in this study, QFD was not used in the sense of “activation” to improve motivation. Rather, it took the viewpoint of “what is required by customers”, the central theme QFD, to approach the problem. With reference to the process of knowledge conversion suggested by the SECI Model, the study operated with the basic principles and steps of QFD. In the paper, the major steps of QFD leading to setting quality planning were outlined and the implication of the study was discussed.
5-S is the first step towards TQM. Over the last century, the Japanese have formalised the technique and named it as 5-S Practice. Since 1993, Sam Ho has improved and defined its terms in English/Chinese and developed the world's first 5-S Audit Checklist. In the article, an emergency department of a Hong Kong hospital was examined against 5-S 50-point Checklist for the improvement of their quality assurance systems towards its accreditation process with Australian standards. The findings evidently reveal that the impact of 5-S on hospital quality assurance in the unit are positive. Riding on the above scenario, the research aim is to identify whether the 5-S practice is a suitable and effective tool for healthcare quality assurance in an emergency setting which is led towards its accreditation process set by other mechanisms.
Through appreciating the expectations and needs of the students and staff and the changing needs of such group of stakeholders in view of educational reforms and organizational changes, we shall examine the expected changes in structure and organizational framework for the implementation of counseling services under the widely adapted Australian approach of Comprehensive Counselling Programme (Aluede, 2006). The key questions to be raised are as follows:
1. What will be the expectations of students and teaching staff in such programmes? How will expectations be satisfied in the programme objectives?
2. What should be the innovative structure for the delivery of Counselling services and related services?
3. Will the services provided by the new counseling centre be adequate, appropriate and suitable for the development of healthy lifestyle, and provide a balanced education for life?
This article discusses the management of external validation exercises (academic audit). Such exercises are now seen as providing an important means for assessing the quality of education in self-funded Post Secondary Education Institutions in Hong Kong, and therefore careful preparation for them is essential. Relevant individual's implicit/tacit knowledge has been converted to explicit knowledge for organizational formal transfer. Ten implementation strategies for the achievement of key performance results are proposed, and a check list of twenty tasks is formulated, against which institutions might assess their level of achievement and evaluate their readiness for external validation.
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.