1、Why need Quality ManagementRapid technological changesProduct variety proliferationGlobal competitionEmphasisA strategic management of operationsThe management of qualityTo gain competitive advantageContinuous improvementPerform wellCostQualityDelivery dependability and speedInnovation and flexibili
2、tyKeep competitiveness in the long runContinuous improvement of operation processesImproving PerformanceTotal quality management(TQM)Just in time(JIT)Performance measurementBusiness process re-engineering(BPR)BenchmarkingMany othersTQM is based on the principle of continuous improvement of products
3、and processes aimed at continually satisfying customer expectations regarding quality,cost,delivery and service.BPR also aims at satisfying customer expectations regarding quality,cost,delivery and service however its approach to improvements is more radicalHowever Operational management practicesCo
4、mpetitive strategyMisalignmentUnsuccessful TQM implementationsAlignmentv Developing a reference modeln From customer expectationsn From strategic decisions n From prioritising improvement actionsFailure CasesvTQM and reengineering are powerful means.But many are the failure cases.Inherent drawbacksv
5、 Limitations of TQM and reengineeringn redesign can be divorced from strategy in an era of volatile and rapidly changing markets and technologyStrategic improvement DeploymentsStrategic positioningOperational strategiesCompetitive advantagev Japanese case:n through the vertically groupsn not through
6、 the horizontal processes workflowv Success one:n Deriving improvement actions from customer expectations and strategic decisions through business processes,and prioritising improvement actions that will most contribute to strategic objectives.A Systematic PrioritisationCompetitive dimensions are pr
7、ioritised for improvement based on customer expectations and performance on such dimensions against competition;Priority processes for improvement are selected based on the impact of such a processes on dimensions taken as improvement priorities as well as on qualitative and/or quantitative diagnost
8、ic of performance;Priority improvement actions are selected based on extent of their contribution to levering process performance.Elements of The Improvement Deployment MethodElements of The Improvement Deployment MethodvIdentification of priorities By considering customer satisfactionvMapping busin
9、ess processes Understand the flow of information and resources through the business processes of the internal value chain.v Performance assessment Diagnose the root causes of problems or weakness so as to determine what areas or activities are the weak points and need to be addressed.Elements of The
10、 Improvement Deployment MethodvImprovement actions Functional benchmarking A process of continuously measuring and comparing an organisations business process against business leaders anywhere in the world to gain information which will help the organisation to take action to improve its performance
11、.Quality tools ISO 9001 standardTQM and innovationTQMInnovationvA few questions:To what extent are TQM practices positively related to innovation and what is the nature of the relationship?Do TQM practices that lead to high quality performance have different configuration from those that lead to hig
12、h innovation performance?To what extent can the difference be examined?To what extent are TQM practices affected by different organizational contexts,particularly the business environment and the organizational strategy as well as the organizational culture?Can these factors explain the different ou
13、tcomes resulting from various configurations of TQM practices?A Research Framework Business environment Organizational strategy Organizational culture Quality performance Innovation performance TQM practices Research Framework H5 H6 H4 H7 H1 H2 H3 Hypothesis 1vThere is a significant relationship bet
14、ween TQM practices and quality performance.Hypothesis 2vThere is a significant relationship between TQM practices and innovation performance.TQM-quality/innovation performance relationshipvSpencers(1994)TQM practices reflecting an organismic model are supportive of innovation.Those practices that ar
15、e associated with a mechanistic model will hinder innovation.Requires different practices from those required for pursuing qualityHow about by investigating the correlation between quality performance and innovation performance?Hypothesis 3vThere is a significant relationship between quality perform
16、ance and innovation performance.The impact of the three factorsvMiller(1988)There is a correlation between an organizations strategy and its environment.There is also a correlation between an organizations strategy and its structure.There is no significant correlation found in the relationship betwe
17、en an organizations environment and its structure.Hypothesis 4vThere is a relationship between the business environment and an organizations strategy.Hypothesis 5vThere is a relationship between an organizations strategy and TQM practices.The relationship between organizational culture and organizat
18、ional strategyvStrategy formulationStrategy that makes the most effective use of these core resources and capabilities.Organizational cultureorganizational adaptation to the external environment in the process of strategy formulationHypothesis 6vThere is a relationship between organizational culture
19、 and an organizations strategy.The relationship between TQM practices and organizational culturevThe nature of the relationship TQM practices and organizational culture must be considered as separate entities although they overlap with each other.Several scholars argue that TQM needs to be implement
20、ed in a suitable organizational culture in order to be successfully beneficial for the organization.Hypothesis 7vThere is a relationship between organizational culture and TQM practices.SummaryvThe objective of the research to examine the overall appropriateness of the model Currently,the authors are designing a questionnaire that will be used to collect data from a large sample of Australian manufacturing organizations.These data will be used to test the relationships shown in the figure subsequently and as hypothesized.
