• 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.

• 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.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.277-287
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• 2021

This article systematically reviews the adoption of total quality management (TQM) implementation and corporate social responsibility (CSR) initiatives on firm performance. A total of 233 published documents from 1996 to 2020 in international journals have been collected and listed on the SCOPUS database. It aims to fill the existing literature gap regarding TQM and CSR practices and point out a future research agenda. This study employed a systematic literature review approach to review those manuscripts related to TQM, CSR topics focused on firm performance. Consequently, the results stressed that TQM and CSR are excellent tools and have a similarity to support the firms to attain corporate sustainability; however, TQM practices have given more interest than CSR initiatives. Moreover, the results highlighted that only a few articles are interested in simultaneously combining TQM and CSR initiatives although this idea is rising in recent years. Thus, the statistical findings indicated several research gaps that remain unaddressed. It is worthy of considering TQM and CSR integration; however, other scholars need to identify the critical success factors that could enable TQM practices or barriers to CSR adoption. Particularly spending more attention on the transitional economies context, which is considering a promising future research context.

• Journal of Korean Society for Quality Management
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• v.29 no.2
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• pp.54-75
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• 2001

The tremendous growth of the Internet, particularly World Wide Web, has resulted in significant changes in commerce environments. Internet has brought significant changes in the economics of marketing channels and has led to a redefinition of industry value chain. Electronic Commerce(EC) has become so important that countries and firms unprepared for this new trend would lose competitive advantages in the coming century of Digital Economy. Despite its importance, current EC markets in Korea are immature and there still exist several barriers to EC development thus excluding business to consumer EC markets. As interest in quality management and its effect on competitive performance has grown, there has been a corresponding proliferation of research. However, the majority of the research on quality management has not evolved in a comprehensive and rigorous fashion, particularly with regard to reliability and validity issues. The purpose of this paper investigates on Vitalization of the Activities of on-line shopping mall under of TQM system in Korea. That would make it possible to remove elements of insecurity and doubt currently felt by many users of on-line shopping mall(internet detail or cyber mall) business. In addition, we tried to find out what factors discourage consumers from using electronic purchasing methods, as well as how perceived quality factors and customer satisfaction when consumers are exposed to the purchase process on the on-line shopping mall business.

• Archives of design research
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• v.18 no.4 s.62
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• pp.95-104
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• 2005

The purpose of this study is to estimate the determinants of product design and analyze the impacts of product design on quality competitiveness, product reliability, and consumer satisfaction in an attempt to provide a foundation for the theory of design management. For this empirical analysis, this study has derived the relevant measurement variables from a survey on 400 Korean manufacturing firms during the period of $August{\sim}October$ 2003. The empirical findings are summarized as follows: First, the determinants of product design are very significantly (at p<0.001) estimated to be the R&D capability, the level of R&D expenditure, the level of innovative activities(5S, TQM, 6Sigma, QC, etc.). This empirical result can support Pawar and Driva(1999)'s two principles by which the performance of product design and product development can be simultaneously evaluated in the context of CE(concurrent engineering) of NPD(newly product development) activities. Second, the hypothesis on the causality: product design${\rightarrow}$quality competitiveness${\rightarrow}$customer satisfaction${\rightarrow}$customer loyalty is very significantly (at p<0.001) accepted. This implies that product design positively affects consumer satisfaction, not directly but indirectly, by influencing quality competitiveness. This empirical result of this study can also support the studies of for example Flynn et al.(1994), Ahire et at.(1996), Afire and Dreyfus(2000) which conclude that design management is a significant determinant of product quality. The aforementioned empirical results are important in the following sense: the empirical result that quality competitiveness plays a bridging role between product design and consumer satisfaction can reconcile the traditional debate between QFD(quality function development) approach asserted by product developers and conjoint analysis maintained by marketers. The first empirical result is related to QFD approach whereas the second empirical result is related to conjoint analysis. At the same time, the empirical results of this study can support the rationale of design integration(DI) of Ettlie(1997), i.e., the coordination of the timing and substance of product development activities performed by the various disciplines and organizational functions of a product's life cycle. Finally, the policy implication (at the corporate level) from the empirical results is that successful design management(DM) requires not only the support of top management but also the removal of communication barriers, (i.e. the adoption of cross-functional teams) so that concurrent engineering(CE), the simultaneous development of product and process designs can assure product development speed, design quality, and market success.