Literaturnachweis - Detailanzeige
| Autor/in | Heverly, Mary Ann |
|---|---|
| Titel | Total Quality Management: Institutional Research Applications. |
| Quelle | (1991), (18 Seiten)
PDF als Volltext kostenfreie Datei |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Monographie |
| Schlagwörter | College Administration; College Planning; Community Colleges; Institutional Research; Management Development; Management Systems; Needs Assessment; Program Descriptions; Quality Control; Research Administration; Total Quality Management; Two Year Colleges |
| Abstract | Total Quality Management (TQM), a technique traditionally reserved for the manufacturing sector, has recently spread to service companies, government agencies, and educational institutions. TQM places responsibility for quality problems with management rather than on the workers. A principal concept of TQM is the management of Process Variation, whereby variations in production or quality within a manufacturing or service process are viewed as "special cause" variations, which can be removed by employees operating the process; or "common cause" variations, which require management action to change some inherent feature of the process. The hallmark of TQM is the continual improvement of processes, achieved through a shift in focus from outcomes (or products) to the processes that produce them. TQM achieves its objectives through data collection and analysis. Flow charts, cause and effect diagrams, and other Total Quality Tools are used to understand and improve processes. In 1986, Delaware County Community College (DCCC) began implementing TQM. The college president requested that each administrative unit identify its area mission and develop flow charts for key area processes. In the Institutional Research Office (IRO), internal surveys were utilized to rate the importance of research processes. The IRO emphasis on small, incremental improvements in processes has reduced the amount of crisis management required to run the office. In addition, the IRO has collected data on the flow of external requests for information which significantly reduced turn-around time, and greatly facilitated the planning and scheduling of research activities. Finally, the implementation of TQM has shifted the focus of the IRO to a more consultative role. A list of the IRO key processes is included. (PAA) |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
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