• Journal of Korean Society for Quality Management
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• v.32 no.4
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• pp.103-112
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• 2004

Total Quality Management(TQM) in Higher Education Institution(HEI) has been popular since early 1980s. Implementation of TQM, however, has not been easy. The difficulties of the implementation is partially due to the lack of effective TQM models in HEIs. This paper proposed a new model based on PDCA cycle. The paper consists of four chapters. First chapter Introduces the status of TQM in HEIs and implementation problems. Second chapter delineates the models used in HEIs. In third chapter, a new model is suggested. Last chapter is the conclusions.

• Proceedings of the Korean Nuclear Society Conference
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• 1996.05d
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• pp.555-560
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• 1996

막대한 연구재원이 소요되는 원자력 개발분야에서 세계 초일류수준을 유지하고 있는 선진 원자력 연구개발사업기관들은 하나같이 종래에 도입한 "원자력 품질보증체제"를 확대시켜 "품질 무한경쟁시대"에 부응하는 "종합적 품질경영체제"를 도입하고 있다. 본 연구에서는 효율적인 연구소 경쟁력제고 방안도출을 위한 노력의 일환으로 현재 Total Quality Management(TQM) 체제를 도입하고 있는 해외의 ORNL(Oak Ridge National Laboratory), AECL(Atomic Energy of Canada Limited), ABB CE(Asea Brown Boveri Combustion Engineering), DNA(Defense Nuclear Agency)등을 방문한 결과를 토대로 연구소적 TQM체제 성공과 실패의 원인을 분석하여 도입당시의 추진조직, 추진전략, 추진효과에 대해 체계적으로 비교 분석하여 한국정서에 부합된 연구소적 성공 TQM체제 모델을 도출코져 시도하였다. 분석결과 이들 기관들은 TQM 추진을 위하여 먼저 단계별로 단기, 중기, 장기 계획을 수립하고, TQM 실무위원회를 구성하여, 최고경영자가 직접지휘하는 Top-down 방식의 TQM 추진으로 품질문제를 사전에 예방하고 있었다. TQM 도입 초기 실무부서로 부터의 적잖은 저항과 애로사항이 도출되어 많은 시행착오를 거쳤으며 지금은 TQM 정착단계에 있었다. 이러한 과정에서 원자력 선진기관들은 전사적인 TQM 교육을 통해 철저한 TQM 마인드를 고취시켰고 전 부서의 업무가 전사적 TQM 차원에서 수행되었다. 우리나라 원자력기관에서의 바람직한 TQM 도입 모델로서 첫째, 전직원 대상 TQM 교육실시를 통한 TQM 인식고취, 둘째, TQM 성공체제로서 "경영품질"에 초점을 맞춘 관리시스템 확보, 셋째, 동서문화 차이를 고려한 Bottom-up '||'&'||' Top-down 혼합방식을 제시하였다.ottom-up & Top-down 혼합방식을 제시하였다.

• Journal of Korean Library and Information Science Society
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• v.33 no.1
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• pp.265-289
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• 2002

In this study, the best Total Quality Management(TQM) implementation model for university libraries is focused through the study of the theoretical background such as the concept the quality and the development of TQM. The study on the application of TQM to university libraries was started with the recognition that university libraries have to work out a new strategy of a positive and active counter plan to cope with the change of environment. The detailed purpose of this study is (1) the diagnosis of the applicability of TQM to university libraries (2) the suggestion of the TQM implementation models suitable for university libraries (3) the analysis of the influence of the manager's leadership-which is the fundamental factor of TQM-over the organization\`s culture, the job satisfaction the consumer satisfaction in the university libraries organization Management.

• Journal of Korean Society for Quality Management
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• v.26 no.4
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• pp.1-28
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• 1998

TQM is a kind of generic strategy. Especially it is a competitive strategy which is concerned with the determination of competitive advantages. Strategic a, pp.oach is very important for the successful implementation of TQM. Unfitness between the company's strategy and the TQM program has been a major barrier preventing the effective implementation. In spite of its importance, little is known for TQM's strategic characteristics. TQM's strategic characteristics are different by its evolution stages. Therefore the generic strategic types that TQM seeks can be changed while TQM programs are progressing over its stages. This paper identifies the intended strategic type of TQM by its stages, which will greatly help to prepare the good implementation program of TQM.

• Journal of Korea Technology Innovation Society
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• v.9 no.2
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• pp.199-235
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• 2006

Research interest in TQM has recently begun extending beyond manufacturing to moreinnovative R&D activities. Despite numerous studies of the relationship between TQM and organizational performance, little are known about the relationship between TQM and R&D performance. This is especially true for manufacturing-based R&D performance. The objective of this study is to examine the relationship between TQM and R&D, and also explore several contingencies that moderate the relationship. The study uses data from 133 R&D divisions of Korean manufacturing firms to test hypotheses regarding the relation of TQM with R&D. TQM measures are aligned with the six criteria of Malcolm Baldrige National Quality Award, and the R&D performance measures consist of incremental and innovative R&D aspects. The findings from structural equation modeling show that TQM practices contribute to R&D performance significantly in aggregate, and their specific contributions vary according to the contingencies, which provide further understanding of the relationship between TQM and R&D in the manufacturing sector. Therefore, the results could offer firms a better strategy for their R&D management. This study is, however, exploratory in nature; the conclusion is tentative and may thus be different in other research settings.

• Management & Information Systems Review
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• v.32 no.1
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• pp.111-134
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• 2013

Today, TQM is used as a important tool of management innovation for enterprise's competitive power. Purposes of this paper are to find out the implementation strategy of TQM activities for SMEs through the analysis which examine the relationship between key activity factors and business performance. This study has been conducted using the data collected from 116 SMEs implementing TQM activity. By analyses of the questionnaires, empirical results shows that TQM activities has positive effect on business performance. The contribution of this study is that it provides a conceptual framework and empirical evidence of the causal relationship between key activity factors and business performance. The result of this study can be used for selection of the performance measurement indicators for target achievement in TQM activity. And it will contribute for objectivity of activity performance in case of displaying measurement indicator showing the performance of TQM activity.

• Journal of Korean Society for Quality Management
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• v.31 no.4
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• pp.55-63
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• 2003

Total quality management (TQM) is regarded as a tool for improving the competitiveness not only for a manufacturing sector, but also for a service sector, The objective of this paper is to classify TQM education by management level, to identify how TQM education be implemented by the type of industry, to analyze the relationship of TQM education with business performance, and finally to analyze the difference between companies with ISO certification and those without ISO certification in terms of TQM education. The findings suggest that there was a significant difference between manufacturing and service sector in TQM education level. Also, the relationship of TQM education with business performance was partially correlated. Finally there was no significant difference between companies with ISO certification and those without ISO certification in terms of TQM education.

• Journal of the Korea Computer Industry Society
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• v.2 no.12
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• pp.1549-1556
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• 2001

Although the implementation of TQM principles has been proven to be a great success in many of the leading large corporations, small firms have lagged behind their larger counterparts in adapting to TQM. Because significant differences do exist between large and small companies, understanding the advantages and disadvantages of a small firm is a sine qua non. Intended to help small firms implement the principles of TQM, this paper, based on the principles of TQM, identifies the advantages and disadvantages and discusses the implementation strategies.

• 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.

• Journal of Korean Society for Quality Management
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• v.31 no.2
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• pp.82-97
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• 2003

The study attempts to review TQM models used in the health care sector and the obstacles to the application of TQM in the sector. Even though the TQM models in the manufacturing and service sectors were successfully applied, the applicability of TQM in the health care sector is still in question. The reason is the unique characteristics of the medical sector such as medical and management practices. The most of the TQM models in the health care sector come from manufacturing industries. The importance of the professional groups is, however, more emphasized in the sector than in manufacturing sector. The role of the groups are idiosyncratic to the sector. They generate some obstacles to the application of TQM in the sector. The barriers include cultural obstacles of health care organization. It naturally follows that the TQM in the health care sector requires the change of the organizational culture of the sector. The culture embraces the norms, rules, regulations, compensation system, morale, practices, and common experiences. To change the culture needs long term effort and modification of the rules, regulations, compensation system, and practices. It also requires staffs' training in the problem solving methods. The TQM in the health care sector needs that the interested parties should change. Since doctors group and nurses group are controlled in the bureaucratic and authoritative manner, they should learn the problem solving techniques which require the interaction with other groups. The management also needs to learn management skills and get thorough training on them.