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. (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. The comprehensive approach towards quality management system. The process of individual & organizational development the purpose of which is to increase the level of satisfaction of all the stakeholders.
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. This Enterprise Partnership Agreement aims to not only improve wages and conditions for the workforce but also improve the quality, efficiency and effectiveness of services to the QFRA’s clients. One way in which this will be achieved is through the banner of total quality management. The QFRA delivers a high quality service to its customers. It is intended that the quality of these services will become a benchmark for the industry in Australia and overseas. “Get it right first time, every time” To help achieve this aim, the organisation will develop a management style based on the empowerment of its employees and adherence to total quality management principles. The application of this management style will enable the QFRA to provide cost effective products and services to customers and will create an environment that ensures change processes that can be responsive to customer trends, needs and expectations. To ensure quality improvements occur, the following components are necessary: • clear communication to all employees of QFRA’s policies and procedures; • all employees adopt responsibility for the quality of the work they carry out; • willingness to share needs with supervisors/managers; • being prepared to admit our own ‘short comings’ and seek guidance and/or expert assistance; • responses to openness are to be dealt with in a positive and supportive manner; • consultation among all employees to ensure the quality standards are achieved and improved; and • employee involvement in measuring quality.
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. Butterworth Heinemann, Oxford.
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.
