Total Quality Management a. During the Construction Period, the Concessionaire shall adhere to the Performance Standards and Technical Requirements as mentioned in the Schedules to this Concession Agreement. Concessionaire shall maintain adherence to such Performance Standards and Technical Requirements throughout the Operation and Maintenance Period of the Project.
Total Quality Management a. During the Construction and O&M Period, the Concessionaire shall adhere to the Performance Standards and Technical Requirements as mentioned in the Schedules to this Concession Agreement. The Concessionaire shall maintain adherence to such Performance Standards and Technical Requirements throughout the O&M Period of the Project.
Total Quality Management a During the Development and O&M Period, the Concessionaire shall adhere to the Performance Standards and Technical Requirements as mentioned in the Schedules to this Concession Agreement. The Concessionaire shall maintain adherence to such Performance Standards and Technical Requirements throughout the O&M Period of the Project. b The Concessionaire shall institute a quality assurance system that shall be followed during the Concession Period. Compliance with the quality assurance system shall not relieve the Concessionaire of its duties, obligations or responsibilities under this Agreement. The Authority reserves the right to inspect periodically or at random the project interventions. The Concessionaire shall offer full co‐operation to such checks and inspections.
Total Quality Management. In private sector, Total Quality Management (TQM) is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. This can be achieved by integrating all quality-related functions and processes throughout the company. TQM looks at the overall quality measures used by a company including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. TQM takes into account all quality measures taken at all levels and involving all company employees (Liker, 2004). There are abundant of reports cited a success case in improving organization performance and achieve customer satisfaction. Therefore, concept and tools of TQM has been applied into a measure in implementing RBM/GG as well. The tools of Total quality management help organizations to identify, analyze and assess qualitative and quantitative data that is relevant to their business. These tools can identify procedures, ideas, statistics, cause and effect concerns and other issues relevant to their organizations. Each of which can be examined and used to enhance the effectiveness, efficiency, standardization and overall quality of procedures, products or work environment, in accordance with ISO 9000 standards (International Organization for Standardization, 2000 & 2009). TQM tools illustrate and aid in the assimilation of complicated information such as:
Total Quality Management. (Oakland, 2003) In the early 1980s organizations began to take interest in quality and how to manage it. During this period a variety of lists and framework were constructed to help with this process. In the same period the understanding of “Total quality management” developed. TQM approaches were linked to direction, policies and strategies of business or organizations. These approaches were then gathered as a basic framework in the TQM model (Figure 14). “The key was to integrate the TQM activities, based on the framework, into the business or organization strategy” (Oakland, 2003). TQM is related to Lean because these two different concepts are built and influent of each other. For Lean management to achieve their objective, we can say that they are using the TQM as one of their prime tools. (Lean manufacturing concepts website, 2008) TQM is an approach for organizations to improving their competitiveness, effectiveness and flexibility. The approach is a way of planning, organizing and understanding each activity, and depends on each individual at each level. TQM is also a way to eliminate duplication of work and unnecessary time consuming efforts by including everyone into the process of improvement, so that results are achieved in less time (Oakland, 2003). The four P’s and three C’s of TQM - Planning: The development and deployment of policies and strategies; setting up appropriate partnerships and resources; and designing quality. - Performance: Establishing a performance measure framework - a “balanced scorecard” for the organization; carrying out self-assessment, audits, reviews and benchmarking. - Process: Understanding, management, design and redesign; quality management systems; continuous improvement. - People: Managing the human resources; culture change; teamwork; communications; innovation and learning. (Oakland, 2003) The three C’s; culture, communication and commitment are looked at as the “soft outcomes” compared to the “hard management necessities” in the P’s. The TQM model is not complete before these soft and hard constraints are integrated and can successfully improve organizations. (Oakland, 2003) While TQM is an approach to assure quality within the company, the next term we will introduce is an extension to this. It is a way to ensure continuous improvement. If the warehouse achieves better results after implementing a new strategy, they should not settle with this, but aim for event better result for their next project.
Total Quality Management. (a) The parties agree that it is to their mutual advantage to maximize the quality of service provided to GHC's customers. To that end, the parties agree to cooperate with each other to continuously improve GHC's service to its customers through seeking out and implementing efficiencies which may be implemented by GHC to assist in Xxxx'x performance of the Work.
Total Quality Management. A Quality Improvement and Management Program is prerequisite to the successful application of the PDS. Key elements should include:
Total Quality Management. Butterworth Heinemann, Oxford.
Total Quality Management. For purposes of developing a performance culture in line with Section A of this agreement, the employees, the employee’s representatives and ACTION are committed to the concepts of total quality management and to the implementation of a continuous improvement program and quality assurance system. Appointment after Temporary Employment The head of service may appoint a temporary employee without an additional selection process where: the officer has acted in the vacant position (or a position with identical selection criteria) for a period of more than twelve continuous months and has undergone a merit selection process in order to act in the position (‘merit selection process’ has the meaning contained in the Public Sector Management Act and Public Sector Management Standards; the vacant position was initially advertised for a minimum period of six months with the possibility of an extension; organisational requirements and financing for the position exist; on reasonable grounds an additional merit selection process would not identify a more meritorious applicant than the present position’s present occupant; immediately before the appointment, the employee’s manager assesses the employee against the selection criteria for the position as satisfactory; there is no potentially or actually excess officer suitable to be placed in the position and; where a vacancy is advertised as a temporary vacancy the advertisement described in (b) above will indicate that successful applicants for the advertised vacancy are subject to the provisions contained in this clause and that an engagement resulting from the advertisement may lead to appointment under the provisions of this clause.
Total Quality Management. Text with Cases, Xxxxxxxxxxx-Xxxxx- xxxx, Oxford. Xxxxxxxxxxx A, et al. (1985), “A Conceptual Model of Service Quality and Its Implications for Future Research”, Journal of Marketing, Vol. 49, No. 4, pp. 41-50. Xxxxxxx, X. & Xxx, X. (1983). The tacit dimension, Xxxxx Xxxxx Gloucester, MA, Xxxxxx, X. X. (1995). Total quality management as competitive advantage: a review and empirical study. Strategic Management Journal, Vol. 16, 15-37. Smithfield, Rhode Island. Xxxxxx, X. (2000), Supplier development for UK small and medium size enterprises, Jour- nal of Applied Management Studies. 9(1), 117-13.
