Chu-Hua Kuei

The relationship between supply chain quality management practices and organizational performance

This study tests middle managers’ perceptions on the association between supply chain quality management practices and organizational performance. Two instruments were used for the study: a revised version of Saraph et al.’s quality management instrument and Madu et al.’s organizational performance instrument. The data were classified into three groups based on the level of supply chain quality practices. It is observed that high quality‐tendency systems tend to perform better than low quality‐tendency systems on cost savings. High quality‐tendency organizations can be differentiated from medium quality‐tendency organizations in areas such as productivity, sales growth, and earning growth. Medium quality‐tendency systems seem to be differentiated from low quality‐tendency systems on indicators like employee satisfaction, productivity, and sales growth. Our results suggest that organizational performance could be enhanced through improved supply chain quality management.

An empirical assessment of the influence of quality dimensions on organizational performance

While there are several conceptual models to suggest that there exists an association between quality dimensions (customer satisfaction, employee satisfaction, employee service quality) and organizational performance, no empirical study to date has verified such claims. This paper extends the literature by collecting hard data from 165 practising managers and testing their perceptions of the association among various quality dimensions and several organizational performance measures. The relationships between these quality dimensions and the nine component items that make up organizational performance were also investigated for both manufacturing and service firms. The data were grouped into four typologies to include type of firm, size, age, and presence of formal quality department. Multiple discriminant analysis was conducted to differentiate the typology of firms in a multivariate setting. Our results indicate that practising managers in manufacturing firms tend to perceive more widely a positive corr...

Customer‐centric six sigma quality and reliability management

This paper presents a customer‐centric six sigma quality management as an extension of the traditional six sigma way. It views product quality and process reliability as key to achieving six sigma and adopts a holistic view of quality. The aim is to offer practical guidelines to business leaders, practicing mangers and those interested in quality, the new directions in quality management. It views reliability management as an integral part of any six sigma strategy since the focus in reliability management is on process reliability and dependability. Thus, by bringing both product and process quality together, a customer‐centric six sigma can be achieved.

Identifying Critical Success Factors for Supply Chain Quality Management (SCQM)

This paper identifies the critical success factors for Supply Chain Quality Management (SCQM). Based on data collected from Taiwans computer and electronics industries, three performance groups are identified. Our results show that firms in the best performance groups emphasize supplier relationship, IT-driven change, and customer focus. The perceptions of managers of these critical factors could be used as the basis for developing strategic and operational initiatives. A framework is also developed on how to use SCQMs critical success factors to build competitive advantage.

Developing supply chain strategies based on the survey of supply chain quality and technology management

A two‐stage framework is developed on supply chain quality and technology management. This is based on a survey of the perceptions of practicing managers from Hong Kong’s business corporations. The two‐stage process involves empirical assessment of strategic supply chain quality and technology variables, and then using quality function deployment to deploy them to improve the competitiveness of the supply chain. This will help to achieve synergy among suppliers by focusing on the critical strategic variables to achieve sustainable competitiveness.

Introducing strategic quality management

Abstract This paper introduces strategic total quality management (STQM) as an extension of total quality management (TQM). STQM is defined as a quality management philosophy that views quality from the overall performance of a firm. It defines quality as being driven by customer and environmental needs and looks to identify critical factors that will determine the survivability and competitiveness of a firm in the near future. A contrast between total quality assurance, total quality management and strategic total quality management is presented using ten principles of quality. The dimensions of STQM are also identified and defined and STQM transformation frameworks are presented to show the process of implementing STQM. The strategic cycle presented here is linked to the popular PDCA or Deming cycle. Furthermore, top management strategies and reasoning for this new focus and strategic targets are identified, grouped and discussed.

A strategic decision model for the selection of advanced technology

Abstract This paper introduces models for the selection of advanced technologies. It is based on the concept that technologies are mutually dependent. As such, higher productivity could be realized by simultaneously selecting dependent technologies. Synergistic benefits are realized if such technologies are selected. This paper, therefore, uses the analytic hierarchy process (AHP) and an adjusted priority method to evaluate and rank technologies. A greedy heuristic algorithm is then used to allocate resources to the different technologies.

Integrating quality management principles into sustainability management

This paper develops conceptual frameworks that are derived from quality management principles and uses them as the building block on how sustainability management (SM) system can be implemented. These frameworks help organisations to understand the complexities of quality-driven SM systems. Organisations of all sizes along supply chains can use guidelines presented in this paper to develop a more sustainable practice and effective systems that are value-adding and sustainable result-oriented.

Strategic marketing planning: a quality function deployment approach

Explores the application of quality function deployment (QFD) concept in strategic marketing planning. First discusses the literature of quality control concepts and marketing concepts, and the current thinking in strategic marketing planning. Then proposes that the QFD concept can be an ideal approach in the strategic marketing planning. The QFD approach maximizes benefits for both customers and companies in the long run, by first determining the customer’s needs, and then translating these needs into corporate goals and marketing objectives. Based on these goals and objectives, marketing strategies and marketing tactics could be developed and implemented to ensure the customers’ needs are met and company’s objectives are obtained.

Dimensions of quality teaching in higher institutions

This paper discusses the problems of using student evaluations as a major criterion for measuring teaching effectiveness. It argues that the present focus on such measures belies total quality management. Rather, it focuses on total quality assurance. The potential impacts on the quality of teaching when such measures are used for assessing performance and in making decisions on salary increases, promotion and tenure are identified. Potential remedies to improve the quality of teaching in higher institutions are offered. This study is based on an evaluation of mission statements of colleges seeking professional accreditation and on informal discussions with faculty members in such colleges.