FOOD QUALITY MANAGEMENT BASED ON QUALIMETRIC METHODS

Aerospace products pursue the quality goal of zero defects, no failures, and one-time success. The characteristics of its products such as strong integration performance, complex structure, small batches and multiple varieties have become the management difficulties. Therefore, failure risk prevention, control, and improvement are important parts of quality management, and the practice of quality management models and quality management tools is particularly important. However, domestic research on quality management models and the use of quality tools are often carried out independently, and they are rarely integrated into the same quality management model. Based on Hall's three-dimensional theory, this paper creatively proposes a three-dimensional matrix quality model (RPQ-FMEA) for resources, process, and quality with failure mode effects analysis (FMEA) as the core. In the design phase, production phase, and improvement phase of product development, three-dimensional quality model management ideas and the implementation process of FMEA are respectively given. This quality model effectively integrates quality tools with product development and production, and solves the shortcomings of enterprises that keep quality tools in form.

The support of Quality Management to sustainable development: a literature review

The article examines the substantive characteristics of the concept of “quality”, the quality management model in accordance with the cycle of continuous improvement and the justification on this basis of a set of principles for enterprise quality management. It established that quality understood as a process of continuous improvement, a way of doing business in Ukraine, when it is necessary to be better in relation to others, and not just to have products of better quality. Modern practice of trade relations includes the customer checking and assessing the supplier’s existing quality management system, which considered by the customer as an additional guarantee of the stability of the quality of supplies. In this sense, the quality system must comply with the international standards ISO 9000. The quality pyramid presented in accordance with quality standards and consumer properties: quality, enterprise quality, work quality, product quality. Key aspects of quality presented in accordance with international experience. It established that the main role and responsibility in the quality management system belongs to the top management of the enterprise, for which it is important to involve each employee in work on quality issues and carry out activities to improve the qualifications of personnel. To solve the problem of ensuring the quality of products (services), it is necessary to purposefully manage the process of formation and quality, taking into account a set of interrelated technical, organizational, economic, and social factors. It proven that effective quality management based on Edward Deming's cycle of continuous improvement, when the emphasis is not on increasing profits, but on constantly improving the quality of products and services. The set of quality principles formed by foreign scientists studied. Modern principles of quality management, which are basic and comprehensive customer-oriented rules, selected and described.

Although process quality management is a mainstay for achieving success in business, it does not have a unique concept that helps its definition and application. This is due to a large amount of information that can be found in the existing bibliography, resulted from the countless diversity of opinions and theories that have emerged over time. Consequently, the difficulty to find a solid and valid pronouncement that serves as a basis to build a model of process quality management was one of the reasons to perform this work, intending to define which components or guidelines to be considered for management. With this goal in mind, a systematic literature review has been performed to cover most of the theories and models currently existing around the concept of quality management. This research covers a period of ten years, between 2009 and 2018, focusing on the industrial sector. Among the main results, it has been possible to establish the identification of the most used models of quality management, the most important guidelines, and the main benefits or challenges for the integration of a process quality approach within strategic management.

Over the last three decades quality management has been increasingly viewed as a critical competitive weapon by firms around the world. Commitment of top management has been cited as one of the most important factors impacting the success for implementation of total quality management practice in a firm. This has been claimed by practicing quality gurus such as Deming, Juran and Crosby. In this research study, an extensive literature review in the field of total quality management assists to identify a list of critical factors (top management commitment, supplier quality management, continuous improvement, product innovation, benchmarking, employee involvement, reward and recognition, education and training, customer focus and product quality). To measure each factor a number of indicators are also identified. The reliability and validity of all the factors were tested and validated using data from 45 Thai garment manufacturing companies. Various statistical methods were employed for this test and validation. To identify the impact of top management commitment on the nine TQM factors a paired sample test between high-top and low-top management firms were conducted. Besides that step wise regression analysis was done to find the significant predictors of product quality construct for high-top and low-top management firms. From the analysis the findings emerges firstly, firms with high top management commitment implement the other nine TQM factors more rigorously than those with low top management commitment firms. Secondly, in high-top management firm two TQM factors namely employee involvement and product innovation are the primary predictors of the product quality. Finally, in firms with low-top management firm two of the eight TQM factors namely customer focus, and employee involvement are the primary predictors of the product quality.

The quality management models are derived from the manufacturing sector and gradually applied to education in general and higher education in particular. There are many quality management models applied by universities around the world such as Organizational Elements Model, ISO 9000, EFQM, TQM, PDCA, etc. The application of quality management models in management has helped universities to ensure and improve the quality of training, meeting the needs of learners and employers. In fact, choosing and applying a quality management model of universities depends on the perception and level of quality management of that unit. In order to ensure and improve the training quality of the school as well as to meet the increasing requirements of society and learners about the quality of training, universities in Vietnam in the past 10 years have started applying quality management models in management. The application of quality management models in management with the basic functions of quality management clearly shows an interest in management innovation at the university. To face the challenges and opportunities of that process of international integration in education, each country needs to find out for itself the policies and strategies necessary for higher education to best carry out its mission in the production, dissemination and application of knowledge, meeting the country's socio-economic development needs. In this context, the quality assurance (QA) of higher education (HE) institutions in Vietnam is currently an urgent issue that is highly concerned by the Party, State and society. The current quality of education and training shows that the implementation of QA of many HE institutions in Vietnam is still not commensurate with the requirements for quality and effectiveness of education. It has not been accessible to the current standards. Even a few higher education institutions do not really appreciate the implementation of QA at their establishments. Therefore, the implementation of QA is an urgent requirement to comprehensively improve the quality of education - training, scientific research and community service, creating its own identity and improving competitiveness in a global context of education. The paper addresses the quality management models that are commonly applied in university management, while also addressing the basics for applying quality management models to drive management innovation at universities in Vietnam today.

PurposeThe speed of new product development (NPD) has been a key factor in a firm's degree of competitiveness. The tools and philosophy of quality management have been widely used to improve and control product quality. However, there is a lack of literature on the relationship between quality management and NPD. This paper aims to report on a study that investigates the influence of quality management on the speed of NPD.Design/methodology/approachThe philosophy of quality management refers to total quality management (TQM). Tools for quality management include teamwork, continuous improvement (CI), value analysis (VA) and quality function deployment (QFD). This study begins by comparing literature in concurrent engineering (CE) and TQM, which leads to several common principles and five hypotheses. The hypotheses are tested using survey data from 700 manufacturing companies in 20 countries.FindingsThe research reveals that TQM, Team, VA and QFD are positively correlated with the speed of NPD, meaning that the tools and philosophy of quality management have a positive influence on the speed of NPD. However, no relationship is found between CI and the speed of NPD.Research limitations/implicationsThis paper tests hypotheses using survey data. It reveals the empirical relationship between quality management and the speed of NPD but does not provide details regarding the mechanism of influence between the two. Consequently, case studies should be conducted in the future to probe into the details. Additionally, new quality methods like Six Sigma can also be included in a future study, since Six Sigma covers both quality and NPD.Practical implicationsThis study proposes that companies that have implemented TQM and other quality management tools will have a better foundation for implementing new NPD approaches like CE and design for manufacturing and assembly. This is especially encouraging for those original engineering manufacturing (OEM) firms that would like to change from OEM to original design manufacturing/original brand manufacturing (ODM/OBM). OEM companies typically implement TQM but invest very little in NPD.Originality/valueThis paper fills the gap in research exploring the links between quality management and NPD. It addresses the concern over whether quality management may hinder NPD. The critical issues for implementing quality management such as culture change, learning, change management, and team building can all be applied to implementing NPD methods such as CE. The result also supports the concept of “design the quality into products”. It is beneficial for employees in quality and NPD to share and work together.

PurposeThe operating theater (OT) is resource-intensive, costly and assuring its productivity is a high priority. This study aimed to examine a quality management model's effects on a hospital's OT productivity.Design/methodology/approachThe participatory action research approach was used for the intervention. A multidisciplinary quality improvement team was formed. The team improved OT operational processes using an eight-step quality management model. OT’s key performance indicators such as surgical cases, surgical cancellation, bill deductions, successful cardiopulmonary resuscitation, patients' complaints and employees' job satisfaction were collected before the intervention and compared with those of after intervention to determine the efficacy of the quality management model.FindingsApplying a quality management strategy increased surgical patients' number by 14.96%, reduced surgery operations cancellation by 14.6 %, and decreased bill deduction by 44.9%. Besides, successful cardiopulmonary resuscitation increased by 21.17%, patients' complaints reduced by 61.5% and, finally, staff satisfaction increased by 15.6 %. Improved OT productivity resulted in improved financial performance. As a result, the OT revenue has risen by 68.8%.Originality/valueThis study highlights that implementing the right quality management model properly enhances hospitals' productivity. It also offers suggestions on how to implement a quality management model successfully in a hospital setting.

Because of e-commerce and the global economy, industries are challenged by world markets and modern enterprise morphologies, such as agile supply chains, expanded companies and virtual enterprises. Enterprises are thinking more and more about the market, customers and suppliers. Product quality is judged by the global market and the customers in the world village, and not only by the domestic market and customers. Enterprise quality assurance systems not only cover internal functional departments in an enterprise, but are expanding to external parties, such as customers, partners and suppliers, so, an expanded enterprise's core competencies or leadership capabilities in quality assurance have to be strengthened by the complementary capabilities of partners. The traditional quality assurance technologies have to be innovated. It is reasonable that customer focus and mutually beneficial supplier relationships blend into the core concepts of a quality management philosophy. As tools used by enterprises to support quality management, quality information management systems (QIMS) have to capture quality information from both internal and external parties, and to facilitate the communication environment, in order to share quality information among enterprises, customers and suppliers. Because of this, it is impossible for a traditional quality information management system based on the Intranet to meet these needs. In this paper, a model of the expanded enterprise is extended. A concept model and a functional model of the quality information management system based on Internet/Extranet/Intranet (IEI-QIS) are proposed. The system is able to integrate quality information from the enterprise, product customers and suppliers, and serves as a powerful tool to benefit the quality management of modern enterprises. A browser/server-based and the three-layer system architecture of IEI-QIS are also investigated.

There has been an increasing drive to improve total quality management of manufactured products internationally in recent years. This has resulted in many improvements in the quality and management of quality in New Zealand firms. Research was carried out in New Zealand to compare the opinions of manufacturing company managers about product quality with general public opinions. Probes perceptions of recent changes in product quality and compares the quality of New Zealand made goods with the quality of those made overseas. Most managers and consumers agreed that the quality of New Zealand made goods is now better than most overseas made goods. Shows a great improvement in the public perception of New Zealand made goods in recent years. Managers are still much stronger than consumers in their belief in local made high quality, which may have resulted in some complacency regarding management of product quality.

PurposeThe purpose of this paper is to investigate the role of quality management (QM) in the development of mass customization (MC) capability. QM is modeled as a second‐order construct reflected by six QM practices (small group problem solving, top management leadership for quality, information and feedback, process management, customer focus, and supplier involvement). The paper proposes that these six practices reflect the core principles of QM, and in turn QM contributes to the development of MC capability.Design/methodology/approachUsing the survey data collected from 167 manufacturing plants in three industries and eight countries, structural equation modeling was employed to test the hypotheses.FindingsThe results provide empirical evidence supporting the proposed relationships between QM and MC capability.Research limitations/implicationsThe dataset for this paper is cross‐sectional. Future studies should consider a longitudinal setting that would provide a deeper understanding of causal relationships. Second, an existing database was used, thereby limiting the choices of variables analyzed.Practical implicationsThe findings of empirical support for the positive impact of QM practices on MC capability provide guidance for managers in the allocation of resources for QM efforts in their pursuit of MC capability.Originality/valueThis is one of the first studies to shed light on the effects of QM on MC capability. The paper presents an explanation on how QM helps to develop MC capability and also finds empirical evidence supporting such a relationship.

In this article, the authors, using specific examples, consider the process of determining the quality of industrial services. The starting point is the assertion that improved scientifically based approaches to improving the quality of services will contribute to the construction of efficient industries adapted for the functioning of enterprises in modern conditions. It is shown that when considering the quality of products, we are talking about the properties of a material object, and when considering the quality of a service, we are talking about the characteristics of actions. The proposed author's position makes a certain contribution to the development of the theory of service quality management, allows a deeper understanding of the concept and essence of the quality of production services, and substantiates the directions for creating quality management systems in this area. The authors focus on the possibility of using the results of the study by the management of industrial enterprises in improving management processes and assessing the quality of services received. Based on the results of the study, the conclusion was drawn that the definition of the quality of industrial services is associated with a number of difficulties, since the assessment of quality indicators is largely of an expert nature. For Russia, knowledge of quality management methods for industrial services is especially important because many private companies providing such services, which appeared almost simultaneously, have not yet managed to form a reputation among their consumers that would help them conquer the market. At the same time, the quality management system for industrial services must be designed using the experience of managing the quality of industrial tangible products and taking into account the features characteristic of this field of activity.

Recent research has increasingly emphasized the synergies between Supply Chain Management Practices (SCMPs) and Quality Management Principles (QMPs), particularly through the emerging concept of Supply Chain Quality Management (SCQM). Despite this recognition, empirical evidence on how these practices interact to influence performance remains very limited, especially in the context of developing countries. This study addresses the gap by interviewing 70 Tunisian agri-food companies to investigate the relationships between five dimensions of SCMP, strategic supplier partnerships, customer relationship, information sharing, information quality and postponement, and the seven principles of ISO9001 QMP: leadership, engagement of people, improvement, customer focus, process approach, evidence-based decision making, and relationship management. Using factor analysis and structural equation modelling, the study explores the mediating role of competitive advantage (CA): price/cost, product quality, product innovation, delivery dependability and time-to-market—on operational performance. The findings indicate that analyzing SCMP, QMP, and CA as aggregated blocks does not produce significant explanatory correlations. Instead, judiciously reorganizing their sub-constructs into five integrated groups provides a more effective model: (1) information and decision capacity, (2) customer-centric innovation, (3) process management and agility, (4) supplier and network management, and (5) leadership and workforce engagement. This integrated classification offers managers a coherent framework for implementing SCMP and QMP to enhance competitiveness results.

The specificity of the processes of organizing and conducting clinical trials (CT) determines the particular requirements for quality management systems (QMS) and their improvement. That is why there is a constant need to assess the effectiveness of CT quality management and determine the need to develop new QMS optimization tools that have been already implemented in the work.Аim. To study the state of the implementation of quality management tools in CT of drugs and assess their use in practice.Materials and methods. To identify problems and determine the need to create the ways to improve CT QMS we conducted a survey of 217 Ukrainian specialists working in the field of organizing and conducting CT.Results. According to the respondents, the most used QT quality management tools to ensure the proper level of quality in organizing and conducting CT are monitoring / audit, and routine internal quality control. The assessment of the knowledge level about risk-based quality management tools has shown that the personnel carrying out the processes of organizing and conducting CT does not fully possess even basic knowledge about the proper use of CT quality management tools. The analysis of the QMS implementation in the practical work of the respondents’ organizations has shown an insufficient level of implementation of such systems and their certification.Conclusions. Thus, it is advisable to perform work on the development of methods for the active implementation of risk-based tools into practice; it is necessary to train specialists in the field of CT according to the specialized professional and educational programs, as well as to use the wider implementation of QMS in organizations and their certification.

It is generally accepted that quality management is considered a valuable competitive factor for firms that confers them competitive advantages and enables them to achieve superior performance. Although there have been numerous studies examining general quality management practices and implementation, industry-specific studies on quality management practices and factors that influence their success in the shipping industry are rather few. This study seeks to identify the factors that are critical to successful quality management, and attempts to develop a reliable, empirically tested, and rigorously validated measurement instrument for quality management, for the shipping industry. We conducted a large-scale survey of shipping industry executives and applied a rigorous research methodology to treat the survey data. We identified four success factors of quality management, which are top management commitment and participation, quality information and performance measurement, employee training and empowerment, and customer focus, and developed a functional instrument to measure quality management in the shipping industry. This paper contributes to research by identifying the success factors of quality management, and provides managerial insights on the successful management of quality, in the shipping industry.