• Journal of Korean Society for Quality Management
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• v.26 no.3
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• pp.100-107
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• 1998

To evaluate the total quality activities is the most fundamental and critical process as one of the PDCA cycle. The quality award criteria such as Malcolm Baldrige National Quality Award and Deming Award can be a, pp.ied to the guideline for evaluating quality activities. We can identify several important factors for TQM by referring quality award criteria, but they don't suggest how efficiently implement TQM. In this paper, two methodologies are a, pp.ied to evaluate the TQM activities comparatively. One of them is the traditional scoring system (TSS) by analytic hierarchy process (AHP). TSS is the system which evaluates the performance of TQM by the weighted sum of critical success factors. Several quality award system are typical examples of TSS. The other is the efficiency measuring system (EMS) by data envelop analysis (DEA). DEA outperformed other alternative methods to measure the efficiency and it can be a, pp.ied to evaluate the TQM activities. The evaluation system by DEA can be named as EMS. The objective of this paper is to suggest a model called TAE (Total quality management Activities Evaluation), for evaluating TQM activities. In this model TQM organizations are classified into four types by considering TSS and EMS. Those types are high weighted sum and high efficiency type, high weighted sum and low efficiency type, low weighted sum and high efficiency type, and low weighted sum and low efficiency type. Therefore TQM organizations must not only make efforts to get the higher scores in terms of TSS, but also take necessary steps to enhance their efficiencies.

• Journal of Korean Society for Quality Management
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• v.26 no.3
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• pp.17-30
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• 1998

Most authorities of the Total Quality Management.(TQM) movement emphasize learning and training as an integral part of TQM, and it is well accepted in practice. However, despite this strong normative emphasis on its role, learning and training has not been systematically addressed in the TQM literature for its contents and a, pp.oaches. I first review the concept of TQM, its principles and implementation process to indentify the needs for learning and training, and the nature of experiential learning and training. I then discuss the necessity and effectiveness of experiential learning and training in TQM.

• Journal of Korean Society for Quality Management
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• v.24 no.2
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• pp.1-24
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• 1996

Japanese TQC had been a good model for Korean quality programs during last 30years since 1960's. Now American TQM, which has been imitating TQC creatively, is emerging as another good source of information for Korean quality programs. This paper compares the characteristics between TQC and TQM on the base of framework of TQC, which will help us to understand TQM and its developing process. This paper also suggests some implications for Korean QM.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.7
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• pp.231-266
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• 1997

TQM is a whole process of systemizing, documenting and measuring of service quality scientifically to achieve zero defects in product quality and to continue to improve the body of the product quality by itself. To have this process be improved continuously, first of all it needs to prepare an ideal environment to understand and to conform to its internal and external customers', that is every guests' and employees' expectations and demands. Then it has to be followed by the next step removing some negative aspects that could be derived from the first mentioned process The third step is to cut the cost be suitable compensation rather than an attitude trying to solve the problems in an easy way. The last essential factor for setting up TQM system is to make good use of the outstanding feature or process as it is reviewed against the superior benchmark. The purpose of this study is meet the customers' expectations and to maximize the hotel's profits by searching TQM(total quality management) strategy in hotels. To attain this research's objective, it follows these three details. Firstly, it defines TQM and its contents. Secondly, it provides the standard of hotel TQM throughout some case studies. Thirdly, it suggests TQM strategic plan in tourism hotel as one of professional management strategies. Two useful methods are used together to achieve the goal of this study. To confirm its theoretical consideration, descriptive studies by the research documents its theoretical consideration, descriptive studies by the research documents published in and out of the country is used. The other is case studies of TQM execution in real hospitality industry, which present the cases of the airline, Jefferson Memorial and the hotel. This research is targeting to demonstrate the successful TQM's exercise in a hotel industry by completing the theoretical studies and case studies on service product quality with an understanding of its importance. As it is said earlier, to lead to the successful TQM's practice, it is necessary to maintain a constant training of the employees. Secondly, it also must identify where it has to focus on to deliver a professional quality management. Thirdly, effective quality management organization needs to be build up. The manager's strong will to accomplish and the employee' active participations are the last condition to be succeed. Once again this study places an emphasis on the fact that TQM is critical to maximize the customers' satisfaction and the hotel's profitability. It is also very worthwhile to have every people working on front line recognize why the TQM is important and further more how they can contribute to improve their service quality by a positive participation and a careful observation of TQM's operating in their property.

• International Journal of Quality Innovation
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• v.2 no.1
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• pp.1-9
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• 2001

As all the other managerial activities, total quality management (TQM) has also inputs into and outputs from the process. Therefore, the principal managerial efficiency criteria of maximum outputs with minimum inputs should be applied to TQM. In this paper, the methodology for the performance evaluation of TQM by Data Envelopment Analysis (DEA) was proposed. DEA is used to measure the efficiency of TQM for each firm with the input and output data obtained by questionnaire. It is found that there are not significant differences between the firms with and without IS09000 certification and between the large and small-sized firms with respect to the TQM efficiency.

• Journal of Korean Society for Quality Management
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• v.32 no.4
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• pp.92-102
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• 2004

In this era of intense competition, TQM has become the key program in organizations as they strive for a competitive advantage. It has been applied to manufacturing and service sector since BNQA model was established in 1987. TQM literature for manufacturing sector abounds with empirical studies on the critical dimensions of TQM, but there is few empirical studies on the TQM evaluation for service sector. In this paper, two methodologies are applied to evaluate the TQM activities of service companies comparatively One of them is the traditional scoring system(TSS) by analytic hierarchy process(AHP). The other is the efficiency measuring system(EMS) by data envelopment analysis(DEA). DEA outperformed other alternative methods to measure the efficiency and it can be applied to evaluate the TQM activities. The objective of this paper is to evaluate TQM activities of domestic service companies by applying TAE(Total quality management Activities Evaluation) model to them. The result of this study is that TSS scores are not significantly correlated with EMS scores. It means that service organizations must not only make efforts to get the higher scores in terms of TSS but also take necessary steps to enhance their efficiencies.

• 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.28 no.1
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• pp.151-174
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• 2000

Total quality management (TQM) has been adopted in the U.S. as a way of management strategies by private enterprises as well as by the public sector. The ultimate goal of all quality management techniques and strategies is to improve quality by reducing waste, improving production process, and involving all members of the company in quality management. The purposes of this study are to review the performance of TQM activities and, based on the results, practically examine whether TQM is necessary or not in enhancing the performance of medical service institutions (hospitals) by assessing the status of TQM activities of medical service institutions and comparing such activities. A questionnaire survey was conducted against employees working for general hospitals in Seoul and other provincial areas. The questionnaire contained organized questions that were answered in writing by the target employees. A total of 184 questionnaires were collected and analyzed. The results of this study are summarized as follows. First, TQM activities and performance were found to be positively correlated. Second, TQM activities and performance differed according to ownership types. Third, TQM activities and performance differed according to geographical locations. Fourth, TQM activities and performance differed according to leadership types.

• Korean Journal of Construction Engineering and Management
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• v.9 no.2
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• pp.199-207
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• 2008

While it Is well-known that Total duality Management (TQM) can generate and sustain competitive advantage, its process and components have not been clearly identified for the construction industry. This paper aims first to enhance the understanding of TQM Content and Process. Then, drawing various seminal works on TQM and an application of market-based and resource-based theory, a consolidated model identifying the relationship among TQM principles and gaining a sustainable competitive advantage is proposed. Finally, the influence of TQM on sustainable competitive advantage of construction organizations is discussed, thereby interpreting the proposed model. Recognition of TQM's influence will be a starting point, enabling the construction industry to sustain their competitive advantage in the highly competitive global construction market.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.27 no.2
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• pp.1-9
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• 2004

This study aims to examine the relationship between total quality management(TQM) practices and operational performance perceived by employees who are in different functional organization types, R&D function and Non-R&D function organization in manufacturing companies. Operational performance is defined as the degree of operation efficiency in the perspective of quality, delivery, and cost. Our study showed that the significant elements of TQM practice were different depending on functional organization types. In case of R&D organization, the categories of customer focus and process management were the strongest significant predictors of operational performance. Therefore, the optimal TQM practices for R&D organization can be obtained in consideration of customer focus and process management.