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ISO 9000 – 2000 version

Laszlo, George P. - In: Measuring Business Excellence 4 (2000) 4, pp. 11-14

The 2000 version of ISO 9000 is very exciting for quality practitioners because it embraces the principles of quality management that have received wide acceptance because of the publicity of the various National Quality Awards that are models based on these tenets. However, there are potential...

Persistent link: https://www.econbiz.de/10014930515

Was W. Edwards Deming wrong?

Harrington, H. James - In: Measuring Business Excellence 4 (2000) 3, pp. 35-41

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance evaluation but the way they have been implemented. This technical report provides a sound path to effect constructive appraisals.

Persistent link: https://www.econbiz.de/10014930523

Six sigma seen as a methodology for total quality management

Klefsjö, Bengt; Wiklund, Håkan; Edgeman, Rick L. - In: Measuring Business Excellence 5 (2001) 1, pp. 31-35

resulting from six sigma implementation. Six sigma has both proponents and detractors with some arguing that nothing new is …

Persistent link: https://www.econbiz.de/10014930530

Balanced scorecard: a rising trend in strategic performance measurement

Ling Sim, Khim; Chye Koh, Hian - In: Measuring Business Excellence 5 (2001) 2, pp. 18-27

level performance such that they often fail to capture organizational long‐term business success. In contrast, the balanced … businesses into greater profitability as managers position themselves to better serve their employees, customers, and …

Persistent link: https://www.econbiz.de/10014930533

Measuring critical factors of tqm

Motwani, Jaideep - In: Measuring Business Excellence 5 (2001) 2, pp. 27-30

What are the factors that contribute the success or failure of TQM efforts? Specifically, this study identifies the … critical factors and corresponding performance that account for TQM success. Seven critical factors and 45 supporting … performance measures are proposed in this study. A possible sequence for implementation of these factors is also presented. …

Persistent link: https://www.econbiz.de/10014930535

Sustainable development: extending the scope of business excellence models

Garvare, Rickard; Isaksson, Raine - In: Measuring Business Excellence 5 (2001) 3, pp. 11-15

This paper presents an example of how to integrate the values of sustainable development in a business excellence model. It discusses definitions and measures of sustainable development, integrating values of total quality management with global human and environmental stakeholder interests....

Persistent link: https://www.econbiz.de/10014930538

TQM and business excellence: is there really a conflict?

Adebanjo, Dotun - In: Measuring Business Excellence 5 (2001) 3, pp. 37-40

The shift in focus from TQM to business excellence and recent changes to the EFQM Excellence Model has resulted in …

Persistent link: https://www.econbiz.de/10014930540

Total quality muddle?

In: Strategic Direction 18 (2002) 3, pp. 22-25

rationale and culture. What is the underlying ethos of TQM and why does its implementation so often fail? …Companies implement TQM initiatives because they seem to be a “fast track” to improved performance and profitability …. TQM is also customer driven because as more and more firms receive accreditation they prefer to deal only with similarly …

Persistent link: https://www.econbiz.de/10015009560

Developing strategy in the age of the Internet

In: Strategic Direction 18 (2002) 7, pp. 28-30

Whatever happens, stay focused on your vision, mission and core values, even when other companies are frantically trying to jump on (or off) the Internet bandwagon. That is the core message on how to develop a business strategy when the general business environment is turbulent. Easier said than...

Persistent link: https://www.econbiz.de/10015009598

Cost management system: an operational overview

Agrawal, Surendra P.; Mehra, Satish; Siegel, Philip H. - In: Managerial Finance 24 (1998) 1, pp. 60-78

Defines cost management as “a set of techniques and methods for controlling and improving a company’s activities and processes, its products and services” to achieve continuous improvement and deal with global competition; with commitment from top management and worker involvement. Offers...

Persistent link: https://www.econbiz.de/10014940313