Framing and enhancing distributed leadership in the quality management of online learning environments in higher education

This article reports on the findings of senior leadership interviews in a nationally funded project on distributed leadership in the quality management of online learning environments (OLEs) in higher education. Questions were framed around the development of an OLE quality management framework and the situation of the characteristics of distributed leadership at the core of the framework. The project’s premise is that distributed leadership is a descriptive reality of managing OLEs given the various leadership parties involved and the complexities of the contemporary technological landscape. Leaders’ understandings of distributed leadership were examined—its nature, value and potential for advancing the quality management of OLEs. There was confirmatory evidence of its reality, but its meaning and value were not uncritically accepted. It can be concluded that building distributed leadership must start through deliberative formal leadership commitment and action starting at the highest levels of the institution.

Stochastic optimization models for energy management in carbonization process of carbon fiber production

Industrial producers face the task of optimizing production process in an attempt to achieve the desired quality such as mechanical properties with the lowest energy consumption. In industrial carbon fiber production, the fibers are processed in bundles containing (batches) several thousand filaments and consequently the energy optimization will be a stochastic process as it involves uncertainty, imprecision or randomness. This paper presents a stochastic optimization model to reduce energy consumption a given range of desired mechanical properties. Several processing condition sets are developed and for each set of conditions, 50 samples of fiber are analyzed for their tensile strength and modulus. The energy consumption during production of the samples is carefully monitored on the processing equipment. Then, five standard distribution functions are examined to determine those which can best describe the distribution of mechanical properties of filaments. To verify the distribution goodness of fit and correlation statistics, the Kolmogorov-Smirnov test is used. In order to estimate the selected distribution (Weibull) parameters, the maximum likelihood, least square and genetic algorithm methods are compared. An array of factors including the sample size, the confidence level, and relative error of estimated parameters are used for evaluating the tensile strength and modulus properties. The energy consumption and N2 gas cost are modeled by Convex Hull method. Finally, in order to optimize the carbon fiber production quality and its energy consumption and total cost, mixed integer linear programming is utilized. The results show that using the stochastic optimization models, we are able to predict the production quality in a given range and minimize the energy consumption of its industrial process.

A new evidence-based approach to weight management in primary care: the Counterweight Programme

Background/Aims Obesity has become a global epidemic, and a major preventable cause of morbidity and mortality. Management strategies and treatment protocols are however poorly developed and evaluated. The aim of the Counterweight Programme is to develop an evidence-based model for the management of obesity in primary care.

Methods The Counterweight Programme is based on the theoretical model of Evidence-Based Quality Assessment aimed at improving the management of obese adults (18–75 years) in primary care. The model consists of four phases: (1) practice audit and needs assessment, (2) practice support and training, (3) practice nurse-led patient intervention, and (4) evaluation. Patient intervention consisted of screening and treatment pathways incorporating evidence-based approaches, including patient-centred goal setting, prescribed eating plans, a group programme, physical activity and behavioural approaches, anti-obesity medication and weight maintenance strategies. Weight Management Advisers who are specialist obesity dietitians facilitated programme implementation. Eighty practices were recruited of which 18 practices were randomized to act as controls and receive deferred intervention 2 years after the initial audit.

Results By February 2004, 58 of the 62 (93.5%) intervention practices had been trained to run the intervention programme, 47 (75.8%) practices were active in implementing the model and 1256 patients had been recruited (74% female, 26% male, mean age 50.6 years, SD 14). At baseline, 75% of patients had at one or more co-morbidity, and the mean body mass index (BMI) was 36.9 kg/m2 (SD 5.4). Of the 1256 patients recruited, 91% received one of the core lifestyle interventions in the first 12 months. For all patients followed up at 12 months, 34% achieved a clinical meaningful weight loss of 5% or more. A total of 51% of patients were classed as compliant in that they attended the required level of appointments in 3, 6, and 12 months. For fully compliant patients, weight loss improved with 43% achieving a weight loss of 5% or more at 12 months.

Conclusion The Counterweight Programme is an evidence-based weight management model which is feasible to implement in primary care.

Long-term cost-effectiveness of weight management in primary care

Background:  As obesity prevalence and health-care costs increase, Health Care providers must prevent and manage obesity cost-effectively.

Methods:  Using the 2006 NICE obesity health economic model, a primary care weight management programme (Counterweight) was analysed, evaluating costs and outcomes associated with weight gain for three obesity-related conditions (type 2 diabetes, coronary heart disease, colon cancer). Sensitivity analyses examined different scenarios of weight loss and background (untreated) weight gain.

Results:  Mean weight changes in Counterweight attenders was −3 kg and −2.3 kg at 12 and 24 months, both 4 kg below the expected 1 kg/year background weight gain. Counterweight delivery cost was £59.83 per patient entered. Even assuming drop-outs/non-attenders at 12 months (55%) lost no weight and gained at the background rate, Counterweight was ‘dominant’ (cost-saving) under ‘base-case scenario’, where 12-month achieved weight loss was entirely regained over the next 2 years, returning to the expected background weight gain of 1 kg/year. Quality-adjusted Life-Year cost was £2017 where background weight gain was limited to 0.5 kg/year, and £2651 at 0.3 kg/year. Under a ‘best-case scenario’, where weights of 12-month-attenders were assumed thereafter to rise at the background rate, 4 kg below non-intervention trajectory (very close to the observed weight change), Counterweight remained ‘dominant’ with background weight gains 1 kg, 0.5 kg or 0.3 kg/year.

Conclusion:  Weight management for obesity in primary care is highly cost-effective even considering only three clinical consequences. Reduced healthcare resources use could offset the total cost of providing the Counterweight Programme, as well as bringing multiple health and Quality of Life benefits.

Integrated natural resource management in Australia: the opportunity offered by a national coastal policy

Under the Australian Constitution the management (and planning) of Crown Land is a State and Territory Government responsibility. When this is considered in conjunction with the Offshore Constitutional Settlement, which affirmed that coastal waters out to three nautical miles (in general) offshore were also the responsibility of State and Territory Governments, then clearly coastal management in Australia is largely a State/Territory responsibility.

Beyond three nautical miles it is a different story. Under the United Nations Law of the Sea Convention (UNCLOS), which Australia ratified in October 1994, Australia claims jurisdiction out to 200 nautical miles and beyond (Wescott, 2000). These waters cover an area including the Antarctic claim of over 15 million square kilometres or twice the land area of Australia.

Hence in marine and coastal terms we have the national (Commonwealth) Government managing the oceans and seven State and Territory governments largely in charge of coastal management (coastal land and coastal waters). Heading "up river", State and Territory Governments plan and manage catchments.

Given the uncoordinated relationships between Australian coastal management policy and both catchment management policy and Australia's Ocean Policy (Commonwealth of Australia, 1998a and b), the Commonwealth Government's commitment to a "National Coastal Policy" presents an opportunity to progress the integration of natural resources management for the first time in decades.

Estimating quality costs in an automotive stamping plant through the use of simulation

The pressures of modern manufacturing require that the quality-cost benefits are determined when evaluating new procedures or alternative operating policies. Traditionally, cost reports and other quality metrics have been used for this purpose. However, the interactions between the main quality cost drivers cannot be understood at the superficial level and the effect that a new process or an alternative operating policy may have on quality costs is difficult to determine. An alternative to the traditional costing methods is simulation. The current work uses simulation to evaluate quality costs in an automotive stamping plant where the quality control is determined by operator inspection of their own work. Self-inspection quality control provides instantaneous feedback of quality problems, allowing for quick rectification. However, the difficult nature of surface finish inspection of automotive panels can create inspection and control errors. A simulation model was developed to investigate the cost effects of inspection and control errors and it was found that inspection error had a significant effect in increasing total quality cost, with the magnitude of this increase dependent on the level of control. Further, the simulation found that the lowest cost quality control policy was that which allowed a number of defective panels to accumulate before resetting the press-line.

The relationship between TQM practices, quality performance, and innovation performance: An empirical examination

This empirical study examines the relationship between total quality management (TQM) and innovation performance and compares the nature of this relationship against quality performance. The empirical data were obtained from a survey of 194 managers in Australian industry encompassing both manufacturing and non-manufacturing sectors.

The Sustainability and Evolution of Quality Improvement Programmes-an Australian Case Study

This paper presents a case study on the implementation of quality management programmes and initiatives in one manufacturing company in Australia, which has lasted for more than two decades. Using data collected through in-depth interviews, the case study describes how the company progressed from an earlier initiative based on quality control to the present initiatives that emphasize customer focus, product development, and innovation. Several important insights are drawn from the case study, including the importance of aligning the quality programmes or initiatives with a clear strategic focus. In addition, the commitment and leadership of senior management of the company has been demonstrated, particularly in the provision of resources and facilities to support the TQM programme, and also shown is how the company has been successful in maintaining its long-term commitment to quality management, which has led to an accumulation of various knowledge and competencies, which function as a valuable resource to sustain its business performance.

The Relationship between TQM Practices and Quality Performance and the Role of Formal TQM Programs: An Australian Empirical Study

This article presents the findings from an empirical study examining the relationship between total quality management (TQM) practices and quality performance in Australian organizations. A comparison is made between organizations that have adopted formal TQM programs and organizations without a formal program in place. It was recognized that the lack of a formal program did not necessarily mean TQM principles were not being practiced. The findings show that the firms adopting formal TQM programs implement several TQM practices at a higher level than those that do not have TQM programs. This difference, however, is not apparent in the case of quality performance. Furthermore, the findings show the strong links between TQM practices and quality performance, and there is no significant difference between organizations implementing formal TQM programs and those organizations simply adopting TQM practices. This suggests that it is the adoption of quality practices that matters rather than formal programs per se.

Knowledge management in a major construction firm in Tawian: a case study-examining the impacts of KM initiatives within the firm.

This paper addresses knowledge management (KM) in a project management organisation through a case study. The case study organisation is a small- edium sized Taiwanese-owned construction company (staff size of approximately 50) with an annual turnover of approximately TWD50 (AUD$1.85) billion. Approximately one half of the company comprised project-related staff (e.g. construction project management, project documentation, estimation, procurement, and design), while the other comprised administrative and business-related staff (e.g. office administration and management, business development, and finance and accounting). The researcher undertook a series of surveys and one-on-one interviews whilst ‘embedded’ for several months with the organisation. As part of a larger research project, this case study was one of four case studies conducted in major construction organisations in Singapore, Taiwan, and Australia. The study revealed the recognition, importance and commitment of organisational culture to KM, and the effects the knowledge management initiatives have on the organisation’s ability to manage knowledge across its projects and deliver the projects at various ‘levels’ of the organisation (individual, project, departmental, and corporate). It concludes that a technologically and functionally sound KM infrastructure does not necessarily assure an organisation with a capability to manage knowledge. Organisations need to ensure that the KM repository is made up of quality and relevant contents (not just quantity), and that corporate culture (especially the willingness of individuals to share what they know) is a critical determining factor to the organisation’s ability to share, apply and create knowledge (i.e. low sharing capability leads to low application and creation capabilities).

Has quality management run its course? Views from the field

The aim of this paper is to assess and reflect on, through the perspectives of Australian Quality practitioners, the current status of quality management; whether there had been any significant and recent shift in their roles and responsibilities; and if there had been any improvement in the extent to which their development and training needs were being fulfilled. This paper sets out to identify the roles, responsibilities, and training and development needs of Australian quality managers and what impact these may be having on the current 'quality agenda' of organisations in Australia. In light of these findings this paper focuses on the HR people aspects of QM implementation (e.g. development of a quality culture; learning, training and development; leadership and management commitment and support) and the significance of these aspects for sustainable QM implementation. Recent literature On QM implementation and the findings of three previously conducted surveys (Waddell 1998; Waddell and Mallen 2001; and Stewart and Waddell 2003) have been integrated with the findings of this research.

Business ethics in TQM : the qualities and spectrum zones of a case illustration

Purpose - The objective of this research is to introduce and describe a conceptual framework of business ethics in TQM.

Design/methodology/approach - In order to highlight the concepts proffered, a case study in the Swedish retail industry was conducted. The data that underpin the case illustration have been collected as part of a larger research project in the Swedish retail industry. Draws on and reports the findings from one case of the larger research project that has been used in this instance to inform the role of business ethics in TQM. The case illustration is based on a qualitative approach. The data were collected through interviews with leading executives in the corporation,

Findings - Both time and context become crucial parameters to manage the quality and spectrum zones of core values in the marketplace. In fact, the necessary quality management of business operations has to be performed without delay, minimising the damage. Therefore, the importance of business ethics becomes evident in TQM. In the long run, TQM will not succeed in business operations unless business ethics is considered in the core values to support the techniques and tools applied.

Research limitations/implications - The model has only been tested by relating it to one case in the Swedish retail industry.

Practical implications - TQM is dependent on the contextual and evolutionary issues in the marketplace. Therefore, TQM should be interpreted as a continuous process. The importance of continuously monitoring the spectrum zones and qualities of core values in TQM should not be under-estimated. Therefore, business ethics should always be present in TQM. Further research would benefit from other case studies of how business ethics benefits TQM. Therefore, the dynamics of business ethics in TQM should be further explored.

Originality/value - Business ethics needs to be an essential consideration of any TQM process. Examines how an organization can incorporate this task.

The challenges for quality managers in Britain and Australia

Purpose – This paper aims to compare and contrast the career experiences and development needs of British and Australian quality managers.

Design/methodology/approach – The results of a postal survey of the careers of British quality managers are compared with Australian quality managers based on two surveys.

Findings – The study finds that quality managers in both countries brought wide functional experience to their roles. Their current jobs are major sources of intrinsic job satisfaction for both groups of managers but they utilise a very limited range of quality tools. Also British and Australian managers show little awareness in terms of their development needs for a broader background in quality.

Practical implications – The findings suggest a worrying lack of innovatory zeal amongst quality managers who appear to be more concerned with the maintenance of standards rather than taking a more dynamic approach. Thus it is argued that while quality managers bring wide functional experience to their current roles, there are many who do not appear to be at the cutting edge of knowledge in their field. Neither do the British quality managers in particular appear to be sufficiently aware of the need to address such shortfalls through professional development opportunities.

Originality/value – The roles of those charged with carrying the flag of quality in the two countries have only previously received limited research coverage. This paper, based upon empirical research in Britain and Australia, identifies issues which require the attention of senior management to ensure future competitiveness for their organisations.

Construction management : new directions

This book brings together, in a single volume, the main management concepts relevant to the construction industry, providing an objective account of the concepts and showing how they interrelate: value management, buildability, benchmarking, total quality management, partnering and alliancing, supply chain management (new for this edition), and re-engineering." "In addition to a new chapter on supply chain management, a new section on strategic alliancing has been added. Text and references have been updated throughout

Moving beyond resistance to restraint minimization : a case study of change management in aged care

Aim: This case study describes a quality initiative to minimize restraint in an Australian residential aged care facility.

Approach: The process of improving practice is examined with reference to the literature on implementation of research into practice and change management. The differences between planned and emergent approaches to change management are discussed. The concepts of resistance and attractors are explored in relation to our experiences of managing the change process in this initiative. The importance of the interpersonal interactions that were involved in facilitating the change process is highlighted.

Implications: Recommendations are offered for dealing with change management processes in clinical environments, particularly the need to move beyond an individual mind-set to a systems-based approach for quality initiatives in residential aged care.