Faculty of Management Sciences
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Item Using factor analysis to explore principal components for quality management implementation(Springer, 2012-10-01) Moonsamy, Gonasagren Vimlan; Singh, ShaliniQuality remains or continues to be one of the top ranking strategic issues in all major organisations. However, today organisations are faced with increasingly sophisticated and informed stakeholder expectations. Standards by which organisations are judged are continuously evolving as are consumer’s expectations, needs and preferences. Thus, in such an environment, the alignment of quality with today’s business challenges, are widely criticized. There is a sense that quality has become outdated somewhere over the last two decades and that it is still predominately understood and practiced using the framework and direction provided historically by quality leaders such as Deming, Juran, Crosby and others. The above has resulted in many organisations struggling with the implementation of quality management. The purpose of this paper is to explore the current status of quality management practices in manufacturing related organisations in South Africa. It extracts principal components, for quality using factor analysis, in order to suggest key factors for quality management in present day, as practiced by the organisations that participated in this studyItem A 21st century framework for quality management(Academic Journals, 2012-02-07) Moonsamy, Gonasagren Vimlan; Singh, ShaliniEmerging trends such as globalisation, customer power and sophistication, social responsibility and environmental sustainability consciousness are creating new business challenges and market demands for organisations. In order for the business world to realise growth and sustainable success in this environment, many organisations changed the strategy they followed in the last three decades. The new strategies moved from being predominately product-focused, using process management and cost reduction, which used to be core functions to quality management, to more risk mitigation, revenue generation and reputational focused drivers. Hence, in the last twenty years the world of business has changed significantly, whereas the field of quality has not correspondingly changed in thinking or form. The aim of this paper is to demonstrate the supposition that quality has become out-dated over the last two decades. This paper will focus on the change that quality management as a discipline should undertake by proposing a quality stewardship and leadership (QSAL) framework for managing quality, under a new definition, namely, quality stewardship, into the future. In addition, this study will also include an empirical study which was undertaken to evaluate the support for the proposed framework.Item Quality stewardship : a 21st century quality framework for selected manufacturing organisations in South Africa(2011) Moonsamy, Gonasagren Vimlan; Singh, Shalini; Naidoo, R.Quality management remains one of the top ranking strategic issues in all major organisations. However, at present, there is a sentiment that business priorities and quality management priorities have become non-aligned over the last two decades. It is believed that quality management is still predominately understood and practiced using the framework and direction provided historically by quality leaders such as Deming, Juran, Crosby and others. Thus, this study motivated that quality is at a crossroads and in order for it to be aligned with business priorities, once again it needs to evolve its role. This study commenced with the review on related literature on the history of quality management. From this review, it was evident that the various evolutions of quality management were directed to meet the changing business challenges and market needs that were linked to prevailing demand and supply, customer focus, competitive advantage and profitable growth outputs. The literature review thereafter demonstrated the potential opportunities wherein quality management could be utilised to re-establish its previous relevance by supporting organisations in the management of emerging trends. This study identified globalisation, customer power and sophistication, social responsibility and environmental sustainability consciousness as emerging trends that could be the most leveraged with the use of quality management concepts, techniques and tools. Furthermore, the topics of stewardship, leadership, change management and strategy were discussed as enablers to the proposed new evolution of quality management, which should become known as “quality stewardship”. As a guideline to the “quality stewardship” strategy, a Quality Stewardship and Leadership (QSAL) framework was developed in this study. The QSAL framework incorporated Total Quality Management (TQM), systems thinking and business excellence as the underlying theoretical grounding. This framework, displaying a process approach, encapsulated the following components: inputs (risk, revenue and reputation), processes (productivity Key Performance Indicators (KPIs), technical governance, and environmental and social sustainability) and outputs (maximise value) for the proposed new scope for quality management. Abstract iii The primary source of information used in this study was obtained from qualitative and quantitative research methodologies. The research instruments in this study included surveys in the form of questionnaires and an organisational assessment which was undertaken by utilising a Viable Systems Model (VSM). The organisational assessment that was part of the preliminary study was undertaken in two beverage multi-national organisations in South Africa. The pilot and principal studies consisted of surveys in the form of questionnaires. The objective of the survey was to gain an understanding of current quality management practices, current quality management thinking and acceptability of the proposed QSAL framework across selected manufacturing organisations in South Africa. Both the preliminary and principal studies displayed variable levels of responses in quality management practices and a high level of agreement or awareness to the questions on the current thinking of quality management and acceptability of the proposed QSAL framework in the quantitative studies. Thus, based on the review of related literature and empirical studies, the motivation for this research, that quality management was ready for the next evolution in order to support current business challenges and market demands, was validated.