• Journal of Korean Society for Quality Management
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• v.38 no.2
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• pp.276-283
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• 2010

ISO 9000 family of standards are consisted of four international standards for implementing and operating effective quality management systems. They are interrelated and together form a coherent set of quality management system standards. ISO 9000, one of the standards, contains quality management principles, which is asserted to form the basis of other standards within the family. ISO 9001 is another standard within the family and contains requirements for quality management systems. This paper shows how the quality management principles of ISO 9000 are related with the requirements of ISO 9001.

• Journal of the Korea Safety Management & Science
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• v.12 no.4
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• pp.199-206
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• 2010

In this era of globally competitive world market, many business firms have been using ISO 9000 quality management system, whose principles are leadership, customer focus, people involvement, etc., which are expected and desired to be attained for the various long/short term goals of the business firms. This paper studies whether and how those principles are implemented in the areas of service, manufacturing, etc., and researches the regression relations between business firm's performance and those principles. Using hypothesis testing, we found and showed results which can be referenced for the higher performance of business firms and those can be added to the pool of knowledge about the ISO principles implementation in service and manufacturing industries.

• Journal of Korean Society for Quality Management
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• v.46 no.2
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• pp.259-268
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• 2018

Purpose: SIT(Systematic Inventive Thinking) has been widely used in recent years. The validity of the five thinking tools of SIT is examined, and how to improve the inventive thinking tools is investigated. Methods: Frequency analysis on the usage of the TRIZ 40 inventive principles was used. Inventive thinking tools are derived by eliminating principles with low frequencies and grouping similar principles together. Results: Segmentation, prior action, combining, extraction, cushion in advance, transformation of properties are most frequently used among the 40 principles of TRIZ. The most frequently used principles and similar principles with them are grouped into new inventive thinking tools. Two of them, division and attribute dependency, belong to the 5 thinking tools of SIT, and the others, proactive measures, combination and reversal, do not. Conclusion: The newly identified inventive thinking tools are division, combination, proactive measures, attribute dependency, and reversal. The new five inventive thinking tools are quite efficient since they can cover more than two thirds of the TRIZ 40 inventive principles.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.206-217
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• 2007

Generally, there is confusion as to what constitutes TQM, though it can be regarded as a set of concepts and tools for getting all employees focused on continuous improvement, various schools of thought have defined or classified the critical success factors as constructs, concepts and principles. Therefore the main aim of this paper is to provide a practical approach for understanding the quality management terminology. Using the existing quality management measurement instruments available in literature, the terminology used is classified into constructs, practices and finally tools or techniques. Quality Management may then be viewed as a combination of the three sets of terminology. Drawing on the quantitative study which investigated the implementation of TQM within the SME, the critical factors of TQM as used in that study as used to demonstrate the practical approach or methodology for the understanding of the terms thus used. For the benefit of practitioners within the Construction Management field, a bit of clarity is required as regards the terminology used. This study contributes to clarifying the conflicting results being reported in the quality management literature which inevitably leads to having different levels of analysis of Quality Management. Accordingly, the strength of quality management compared with other business philosophies should then focus on the practical methodology, namely the practices and techniques.

• Proceedings of the Safety Management and Science Conference
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• 2004.11a
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• pp.93-97
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• 2004

This paper presents 40 inventive principles with applications in total quality management. We also propose how to integrate TRIZ tools into global problem-solving steps.

• Journal of Multimedia Information System
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• v.6 no.4
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• pp.317-322
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• 2019

The purpose of this study was to develop a self-management program for patients suffering from coronary artery disease (CAD), based on the self-determination theory and subsequently perform a heuristic evaluation by professionals and a quality assessment by users. The program consisted of 6 main menus and 20 submenus. Heuristic evaluation was conducted using eight principles, and as a result, a score of 1 was assigned by a professional for five principles: consistency and mapping, good ergonomics and minimalist design, flexibility and efficiency, anesthetics, and error management. Two professionals gave the principles of ease of input, screen readability, and glanceability a score of 1. In the quality assessment by the users, the system quality category had the highest score of 4.6 out of 5, and information quality had the lowest score of 3.87 out of 5. The overall average score was 4.08, which indicated the general satisfaction regarding the quality of the application. We have reflected on all the recommendations provided by the professionals based on their heuristic evaluation and incorporated them in the program.

• Journal of Korean Society for Quality Management
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• v.26 no.4
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• pp.293-310
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• 1998

In this paper, we surveyed the literature on QCC(quality control circle) and try to establish principles of activation of QCC activities in Korea. Although QCC activities in Korea, which originated from Japan, have so far made tremendous contributions to our domestic industry, many problems have also been found during the course of a, pp.ication to our industry. In this paper, we have paid much attention to the solution of the problems found during the initial stages and the a, pp.eciation of the achievements of QCC activities until now. We also suggest principles residing in the activities and propose the right direction of our QCC movement. We have made use of many known facts in our analysis and present some of them as evidences of our arguments.

• Journal of Korean Society for Quality Management
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• v.28 no.2
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• pp.252-263
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• 2000

The purport of quality assurance audit and its procedures as specified in ISO 9000 have been reviewed. The principles and techniques for interview, documentation of the results and quality trend analysis were discussed. The practical techniques for the performance of quality audit for measuring the effectiveness of quality management systems were suggested.

• Journal of Korean Academy of Nursing Administration
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• v.1 no.2
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• pp.388-407
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• 1995

This study is (a) to describe the history of Total Quality Management (TQM) generated in the industry, health care service, and nursing society ; (b) to define the concept, total quality management including the definition of quality ; (C) to explain the each principle of TQM theory developed by main theorists, E. Deming, J. Juran, and B. Crosby ; (d) to give the examples related to TQM implementation at the health care organization ; and (e) to mention the extent to which the health care organizations are able to evaluate their cultural organization toward TQM and have had the way to measure the effect of TQM implementation. TQM referred to Continuous Quality Improvement(CQI), Quality Improvement(QI), and Total Quality Improvement(TQI), was not recognized by experts in the United States industry, but by economists in Japan until the end of the 1970's. However, the United States' government led to introduce the principles of TQM to general industry as well as health care service area so that TQM became a main philosophy to manage the organizations in health care service. TQM is a structured, systematic process for creating organization-wide participation in planning and implementing continuous improvement in quality. E. Deming established the "Chain reaction in Quality" and the fourteen point of TQM. The Chain reaction in quality is to describe the relationship among the reduction of waste, rework, and delay, quality improvement, customer satisfaction, and productivity. There are fourteen points to explain the principles of TQM by E. Deming. Juran defined the "Quality Trilogy" to improve the level of quality in any organization. Quality Trilogy has three steps such as quality planning, quality control, and quality improvement for implementing the TQM projects. Crosby describes his TQM theory by establishing "Four Absolutes" and "Fourteen steps in TQM" implementation. Until now, most healthcare organizations have made efforts to organize the TQM task team and to implement TQM principles with various issues. There are three priorities to select the TQM issues : High-volume, High-risk, and Problem-prone. However, there is no absolute, credible measurement yet to evaluate the effects of TQM implementation in health care organization regardless of the classification of health care organizations, geographical background, and social influence. Thus, developing the evaluation way in terms of TQM is the foremost task in health service area. The most important thing for TQM implementation in the organization is to settle up the concept, cultural transformation from traditional management toward quality.

• International Journal of Quality Innovation
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• v.6 no.3
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• pp.190-203
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• 2005

This paper empirically determines the extent to which ISO 9001 certified small and medium-sized enterprises (SMEs) were able to attain the eight quality management principles on which the ISO 9004:2000 Standard is based. It employs the Analytic Hierarchy Process approach in determining the percent weightings of these principles and the self-assessment questions which form part of the ISO 9004:2000 Standards. Of particular interest is a weakness of these enterprises in formulating policies addressing the needs and expectations of shareholders and the society in terms of the community and the public affected by the organisations or its products. This paper makes a contribution to the body of knowledge in the field of quality management in Trinidad and Tobago where such work is limited. It adds value by empirically measuring TQM implementation through determining the extent to which its criteria are implemented in ISO 9001 certified SMEs.