03762nam a2200241   450000500170000000800410001703500150005810000230007324501150009626000520021130000160026349000280027950001400030750200580044752026800050565000290318570000390321470000410325370000440329471000570333881000600339585600650345520260817163512.0               th                  eng    a.b117114620 aNopporn Latthitham10aAssessment of a total quality management system :ba case study of a factory practicing Deming Prize framework  aBangkok :bAsian Institute of Technology,c1997  a71, [58] p.1 aThesis ;vno. ISE-97-24  aA thesis submitted in partial fulfillment of the requirements for the degree of Master of  Engineering, School of Advanced Technologies  aThesis (M.Eng.) - Asian Institute of Technology, 1997  aCompetition in the world market has increased rapidly and continuously, causing  companies to adapt their management and strategies in order to survive. Total Quality  Management is one choice which has been accepted globally because it can play a key  role. Though its main purpose is to make sustainable profit for the organization, the styles  of implementation differ among companies for many reasons such as business  characteristics, organizational culture and nationality. Consequently, the assessment of  TQM practice is not identical either. Japanese TQM (called CWQC or TQC) is the one  which has been widely implemented in many companies in Thailand. But there are no  any national criteria or awards to identify or measure the practice. However, the  flexibility of the Japanese quality award - Deming Prize - makes it available for  companies outside Japan to apply. This study is an effort to adapt the Deming Prize  criteria to perform an assessment in a Japanese venture company as a self-assessment  case. The framework includes nine elements - Policy, Organization, Human resource  development, Quality assurance activities, Daily management and improvement  activities, Standardization, Information and data, Effects and Future planning. It is firstly  developed, then check points following the criteria are established. An approach using  scoring procedure for assessing quality management is applied. Three sets of  questionnaire for three different groups of people - senior executives, employees and  customers - are created based on the framework.  The surveys were conducted according to the types of questionnaire. Two senior  executives, one hundred and forty four employees, and twenty six customers gave the  responses. Weights of the elements were estimated by the Analytical Hierarchy Process  (AHP) with the relative importance scores given by a senior executive. The quality  management practice in the elements are estimated from their average values. The  calculations also include the Principal Component Analysis for satisfaction values.  Finally, the practices are analyzed and discussed element by element. The analysis  includes the comparisons of employees' level and department practices tlu·ough the  Analysis of Variance (ANOVA).  The results show that, the company's overall practice is at a high level of success by a  80.3% normalized score, and indicate some practice differences in both employees' level  and departments. The assessment can also identify strengths and weaknesses of the  company's practice in the elements, thereby providing useful information for the  company to make further improvement toward excellence.10aTotal quality management1 aNagarur, Nagendra N.,eChairperson1 aPandey, P.C.,eExamination committee1 aPaul, Himangshu,eExamination Committee2 aThe Siam Cement Public Co., Ltd.,eScholarship donor2 aAsian Institute of Technology.tThesis ;vno. ISE-97-24  3Full-Textuhttp://203.159.5.9/ait-thesis/detail.php?q=B14355