Project management for successful implementation of continuous quality improvement

Somasundaram, S.; Badiru, Adedeji B.

doi:10.1016/0263-7863(92)90061-d

Cited by 6 publications

(3 citation statements)

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“…Project management principles, guidelines and techniques can contribute to the success of quality-related projects (Somasundaram and Badiru, 1992). This suggests a link between quality management and project management since customer satisfaction is regarded as one of the key principles in quality management (Dean and Bowen, 1994).…”

Section: Quality Management and Project Managementmentioning

confidence: 99%

The effect of Six Sigma projects on innovation and firm performance

Parast

2011

International Journal of Project Management

187

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Section: Quality Management and Project Managementmentioning

confidence: 99%

The effect of Six Sigma projects on innovation and firm performance

Parast

2011

International Journal of Project Management

187

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“…For businesses and managers, the annual improvement of quality can be measured by the absence of defects; it can also be evaluated by the degree of customer satisfaction with a product's characteristics and features. Annual Quality Improvement [13] [14] does not mean the result of taking responsibility but it is also the result of a radical change in the way which manages the company previously; this is to say, the change in company culture.…”

Section: Definition Of Quality Improvement (Qi)mentioning

confidence: 99%

“…The strengthening of capacity of actor's production using a series of training should be featured in the annual work program of the company. Senior management of CCTEC Co. Ltd., does not subscribe to a particular philosophy of quality, but encourages staff to develop their own approach based on the principle of total quality management (TQM) and Continuous Improvement Quality [13] (CQI). We choose the appropriate term Quality Improvement (QI) to describe different approaches for the improvement within the company.…”

Section: Quality Improvement Effect In Production Processmentioning

confidence: 99%

Quality Improvement in Management System: A Case Study of CCTEC Company China

Kamonja¹,

Liang²,

Sohail³

et al. 2014

AJIBM

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Certain difficulties are inherent in the implementation of the improvement of the quality of service, particularly in the Design Management Department. There is often a difference on the issue of translating vision between senior management and Design Department for service improvement into effective, operational QI programs. Middle managers have a key role to play, but often they are overlooked which leads to undermining their efforts to improve the quality programs offered by senior management. This paper describes the first phase of a PhD research project to determine and develop the role of middle management in successful implementation of quality management programs. A framework for quality improvement implementation, including key issues of importance to middle managers regarding their proactive involvement in QI, is suggested. Finally, the initial implementation of the model in a company is discussed.

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