International Journal of Quality & Reliability Management

Sasaki, N.

doi: 10.1108/eb002819pmid: N/A

The essence of the lessons from Japanese industry are abstracted so that it is possible to relate productivity increases with quality improvement and establish the role of the QC circle.

Hashim, Mohammad

doi: 10.1108/eb002822pmid: N/A

This article sets out to prove that the basic concepts and techniques of reliability engineering, which are normally applied to material products, can also be applied effectively to intangible services. It deals in some detail with the power and communication industries and refers also to government.

Thomas, F.H.

doi: 10.1108/eb002823pmid: N/A

The article first examines some of the important criteria involved in evaluating the worth of a reliability and cost analysis facility within a manufacturing company. Using the author's specific experience, examples are given under each heading. It is argued that the benefits which may arise from reliability assessment can, in monetary terms, be very substantial, easily offsetting the cost of the activity.

Paul, H.; Yan, P.S.

doi: 10.1108/eb002821pmid: N/A

This article presents some discussions on the role of production engineers in quality and reliability planning and control in the context of the manufacturing sector in Singapore. Superior productive efficiency in manufacturing can only be achieved through effective quality control and reliability planning. To be able to compete with other and more advanced countries, Singapore has to emphasise modern manufacturing methods, like automated, computerintegrated and flexible manufacturing systems. Therefore, concerted efforts are now being taken to train adequately skilled and professional manpower to operate and manage such manufacturing systems. The role of production engineers in operating and managing the modern manufacturing systems has thus become more important and demanding.

Hutchins, D.

doi: 10.1108/eb002820pmid: N/A

This article, intended to show that industrial competitiveness depends on an effective strategy for quality improvement, begins by looking at the various definitions of quality to show that quality means different things in different contexts. It then goes on to explain how quality strategies can only be effective if they involve all levels of staff and include both wellplanned and wellimplemented systems of Quality Control. The development of peoplebased quality improvement programmes requires the support of management at all levels, and the paper shows how this can be achieved through the creation of management task force teams. These, in conjunction with Quality Circles, can be organised to involve all people at all levels in the process of making their organisation the best in its business.

Feigenbaum, A.V.

doi: 10.1108/eb002817pmid: N/A

This article outlines what is required today for modern management to create strong economic growth through successful emphasis on quality. The factors discussed are the management approaches, product development, production action and quality management.