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Author: search.filters.author.Singh, ShaliniSubject: search.filters.subject.Quality assurance--Management

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    Using factor analysis to explore principal components for quality management implementation
    (Springer, 2012-10-01) Moonsamy, Gonasagren Vimlan; Singh, Shalini
    Quality 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 There is a sense that quality has become outdated somewhere over the last two decades and that it is still predominately understood and practiced using the framework and direction provided historically by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 study
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    A 21st century framework for quality management
    (Academic Journals, 2012-02-07) Moonsamy, Gonasagren Vimlan; Singh, Shalini
    Emerging 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.