• 한국도서관정보학회지
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• 제33권1호
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• pp.265-289
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• 2002

본 연구는 대학도서관이 급변하는 경쟁사회에서 조직의 전략적인 경영에서 TQM(Total Quality Management)을 적용시키는데 있어서의 이론적인 배경과 개념, 개발에 초점을 두고 있다. 대학도서관에서의 TQM의 적용은 대학도서관이 급변하는 환경을 극복하기 위한 적극적인 대응 방법과 새로운 실제적인 전략을 수행 있도록 인식시키는데 있다. 대학도서관에서 TQM을 가지고 적용 가능한 구조를 도출하고, 대학도서관에서 TQM을 수행할 수 있는 효율적인 모델을 제시하고, 대학도서관 조직 경영에서 TQM의 기본적인 요소인 조직 문화, 직무 만족, 이용자 만족의 변수를 가지고 최고 경영자의 리더십의 영향 관계를 분석하고자 하였다.

• 간호행정학회지
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• 제1권2호
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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.

• 품질경영학회지
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• 제24권2호
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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.

• 품질경영학회지
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• 제31권4호
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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.

• 품질경영학회지
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• 제32권4호
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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.

• International Journal of Quality Innovation
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• 제2권1호
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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.

• International Journal of Quality Innovation
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• 제4권1호
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• pp.131-147
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• 2003

This paper considers that a public department under specialized TQM manpower constraints have to implement multiple total quality management (TQM) policies to promote its service performance (fundamental goal) by adopting a centralized sequential advancement strategy (CSAS). Under CSAS, the decision-makers (DMs) start off by focusing specialized TQM manpower on a single policy, then transfer the specialized TQM manpower to the next policy when the first policy reaches the predetermined implementation time limit (in terms of education and training). Suppose that each TQM policy has a different desirous education and training goal. When the desirous goals for all TQM policies are achieved, we say that the fundamental goal will be satisfied. Within the limitation of total implementation period of time for all policies, assume the desirous goals for all TQM policies cannot be achieved completely. Under this premise, the optimal implementation sequence for all TQM policies must be calculated to maximize the weighted achievement of the desirous goal. We call this optimization problem a TQM case of "centralized sequential decision-making problem (CSDMP)". The achievement of the desirous goal for each TQM policy is usually affected by the experience in prior implemented policies, which makes solving CSDMP quite difficult. As a result, this paper introduces the concepts of sequential effectiveness and path effectiveness. The structural properties are then studied to propose theoretical methods for solving CSDMP. Finally, a numerical example is proposed to demonstrate CSDMP′s usability.

• 품질경영학회지
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• 제26권3호
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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.

• 품질경영학회지
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• 제28권1호
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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.

• 품질경영학회지
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• 제31권4호
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• pp.64-80
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• 2003

According to the study of TQM implementations, the odds that an organization will successfully implement total quality management are two to one­against it. However, organizations armed with knowledge of the factors that have the biggest impact on their success can take steps to influence or change those factors. In this paper, we first are reviewed those rewards factors through literature study and gave the test for them in the Korean industry. This study also proposes that appropriate successful rewards factors are necessary for TQM implementations.