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Ενδεικτικές Απαντήσεις 2 ΓΕ ΔΙΠ 51 2018-19
Ενδεικτικές Απαντήσεις 2 ΓΕ ΔΙΠ 51 2018-19
Θέμα 1 (4 μονάδες)
Στον Πίνακα 1 δίδονται υποθετικά στοιχεία (συχνότητα εμφάνισης και μέσο κόστος
διαχείρισης) από αστοχίες που καταγράφηκαν σε τεχνικές υπηρεσίες σε δύο Δήμους της
Κεντρικής Μακεδονίας για το έτος 2017.
Δήμος Α Δήμος Β
Περιγραφή Αστοχίας Συχνότητα Μέσος κόστος Συχνότητα Μέσος κόστος
Εμφάνισης διαχείρισης Εμφάνισης διαχείρισης
Λάθη σε απαντήσεις εγγράφων πολιτών 54 270 50 80
Λάθη στις διαδικασίες που οφείλονται στο
6 78 12 89
προσωπικό
Καθυστερημένη παράδοση
απαντήσεων - εγγράφων σε αιτήματα 13 123 15 110
πολιτών
Βλάβες σε εξοπλισμό 28 950 30 90
Διαχείριση παραπόνων πολιτών 23 76 15 67
Λάθη στο πρωτόκολλο 18 98 15 95
Προβλήματα στην παραλαβή προμηθειών 25 55 30 300
Λάθη στην εκτέλεση προμηθειών 16 50 8 65
Επανεξέταση αιτήσεων 17 45 14 54
Προβλήματα στη συνεργασία με άλλους
49 200 45 250
φορείς/οργανισμούς
Λάθη στη διοικητική υποστήριξη 21 76 20 140
Λάθη στις διαδικασίες που οφείλονται
2 90 4 150
στους πολίτες
Λάθη στις διαδικασίες που οφείλονται σε
17 80 23 67
εξωτερικούς παράγοντες
Άλλο 6 70 10 70
ΕΝΔΕΙΚΤΙΚΗ ΑΠΑΝΤΗΣΗ
1.1 ερώτημα
Εφαρμόζουμε διάγραμμα Pareto για κάθε Δήμο για να ταξινομήσουμε τις αστοχίες βάσει του
συνολικού κόστους διαχείρισης
50
40
Δήμος Β
30
20
10
0
0 10 20 30 40 50 60
Δήμος Α
1.3 ερώτημα
ΕΝΔΕΙΚΤΙΚΗ ΑΠΑΝΤΗΣΗ
1. Sahoo, S. (2018), "An empirical exploration of TQM, TPM and their integration from
Indian manufacturing industry", Journal of Manufacturing Technology Management, Vol.
29 No. 7, pp.1188-1210.
Σκοπός εργασίας
The purpose of this paper is to comparatively assess the contributions of total quality
management (TQM) and total productive maintenance (TPM) practices, exclusively and
collectively, on manufacturing business performance.
Μεθοδολογία (χώρα εκπόνησης της μελέτης, κλάδος επιχειρήσεων, δείγμα
επιχειρήσεων, στατιστικές αναλύσεις)
Geographic research areas - India
manufacturing sector
Responses to survey questionnaires were collected using multiple modes of data collection. A
total of 269 filled responses were collected and analyzed to ascertain the contribution made by
exclusive and collective implementation of TQM and TPM practices on business
performance. The respondent firms were grouped into three clusters based on early, in-
transition and advanced stages of implementation of either or both TQM and TPM
manufacturing practices. Comparative assessment of the impact of standalone TQM,
standalone TPM and combined TQM–TPM manufacturing methods on business performance
parameters have been evaluated using statistical tools within each cluster.
Sample categorization by period of implementation
▪ Beginner phase
▪ In-transition phase
▪ Advanced phase
Cluster categorization by adoption of operational practices
▪ TQM
▪ TPM
▪ TQM-TPM
Comparative analysis between approaches in each phase
▪ TQM vs TPM
▪ TQM-TPM vs TPM
▪ TQM-TPM vs TQM
Ερευνητικό μοντέλο - Λανθάνοντες παράγοντες
Latent Constructs:
1. Total quality management (TQM),
2. Total productive maintenance (TPM),
3. Business performance parameters (Market share, Return on investment, Net profit,
Productivity, Quality, Cost, Delivery, Safety & hygiene, Employee morale)
Ερευνητικές ερωτήσεις - υποθέσεις
H1. Improvement in business performance parameters contributed by exclusive TQM
implementation is the same as exclusive TPM implementation.
H2. Improvement in business performance parameters contributed by integrated TQM–TPM
implementation is higher than that of either exclusive TQM or TPM implementation.
Κύρια ευρήματα
Evidences were found to support the supposition that integrated implementation of both TQM
and TPM practices over a reasonable period of time contributes in delivering better business
performance as compared to the standalone implementation strategy.
Ερευνητικό κενό που καλύπτει η παρούσα εργασία
Little research that considers the comparative assessment of the effect of exclusive TQM,
exclusive TPM and combined TQM–TPM implementation on aspects of financial, production
and working environment performance parameters have been reported.
Προτάσεις για περαιτέρω έρευνα
A variety of future research studies are possible, including longitudinal studies and more
detailed examination of the contributions of TPM and TPM in comparison to other
manufacturing initiative such as Six Sigma, business process reengineering, etc., can also be
undertaken. Future research should be undertaken considering several contextual factors such
as operating sector, national culture, etc. The data in this study were collected from
production management personnel on their subjective evaluations. More comprehensive
objective indicators should be employed for comparative assessment of manufacturing
practices in future studies. In-depth case studies are needed to further validate the findings of
the research study.
Πρωτοτυπία της εργασίας
This empirical study signifies the need for strategically aligning and managing various
production improvement ideologies for realization of an organization’s growth and
sustainability in a long run. In particular, this paper invigorates the discussion about
improving the synergy between maintenance and quality functions in the organization for
meeting the challenges of highly competitive market environment.
Πρακτικές εφαρμογές.
The analytical results reveal that an integrated TQM–TPM strategic implementation can
systematically contribute toward realization of significant improvement in manufacturing
business performance parameters. The results of this study are vital for production managers
and senior management personnel of manufacturing firms that have implemented TQM and
are considering introducing TPM in their organization (or vice-versa). In light of the results of
the study, the author presents a sequential implementation plan for managers of firms
practicing standalone (TQM or TPM) implementation, to integrate quality and maintenance
practices into their manufacturing systems:
Step 1: the senior managers should understand the competitive mechanism that enables their
manufacturing plant to achieve operations excellence.
Step 2: when implementing any continuous improvement manufacturing projects, the role of
employee involvement in change management is crucial.
Step 3: management should design and implement a systematic and structured plan for
organization-wide transition.
Step 4: after systematic organization of firm’s business processes and successfully sustaining
the TPM focus or the TQM focus for a period of three years or more, the adopted
standardized processes would get stabilized as it gets incorporated into almost every
functional structures of the organization, and it is at this moment that senior management
should start publicizing the success stories to boost morale and motivate further
implementation.
Step 5: all the steps mentioned above would be of no use until they are sustained over a long
period of time.
2. Youssef, M.A. and Youssef, E.M. (2018), "The synergistic impact of ISO 9000 and TQM
on operational performance and competitiveness", International Journal of Quality &
Reliability Management, Vol. 35 No. 3, pp.614-634.
Σκοπός εργασίας
The purpose of this paper is to examine the impact of integrating ISO 9000 and total quality
management (TQM) on operational performance of manufacturing organizations and their
journey toward achieving world-class manufacturing (WCM) status.
manufacturing sector
The authors used a conceptual model and its empirical validation based on a sample of 2,961
responses from one developing and three developed economies. Univariate and multivariate
analyses were used to test five main hypotheses.
H2. Age and size of the manufacturing plant will impact the plant’s effort to integrate
TQM/ISO 9000 (i.e. the synergy level).
H3. The level of integrating ISO 9000 and TQM has a direct positive impact on the plant’s
effort toward achieving WCM status.
H4. Progress toward achieving WCM status will have a direct positive impact on operational
performance measured by competitiveness, inventory management, and time-based activities.
H5. The level of integrating ISO 9000 and TQM will have a direct positive impact on
operational performance of competitiveness, inventory management, and time-based
activities.
Κύρια ευρήματα
Plants that integrate ISO 9000 and TQM progressed faster toward achieving WCM (world-
class manufacturing) status and have better operational performance in terms of quality
management, inventory management, time-based performance, and competitiveness.
Πρακτικές εφαρμογές.
The implications of our study for academics and practitioners are many. The study encourages
the integration of ISO 9000 and TQM in order to achieve multiple competitive advantages
and speed the progression toward achieving WCM status. Implementing either of the two
quality management programs is a step in the right direction for emerging economies.
However, these two quality management programs are complementary rather than substitutes
of one another.
The take home message of these findings is multifaceted. First, quality management,
inventory management, time-based performance, and competitiveness should always be the
driving forces for manufacturing organizations’ efforts in their journey toward achieving
WCM status. Second, time-based competitors should take innovative approach to managing
their inventory, given the appropriate environmental scanning and the design and
implementation of agile manufacturing strategies in order to deal with the accelerated changes
in business environment. Third, competing in global markets should be based on speed and
agility to respond the ever changing customer needs. Taking an integrative approach to
managing quality will facilitate this process.
3. Miller, S., Jayaram, J. and K. Xu, (2018), "Obtaining global certification: Analysis of
ownership structures and TQM commitment in emerging markets by adapting the theory of
planned behavior", International Journal of Operations & Production Management, Vol. 38
No. 4, pp.957-978.
Σκοπός εργασίας
The purpose of this paper is to examine predictors of obtaining global certification (ISO 9000)
in an emerging market by focusing on ownership structure and total quality management
(TQM) commitment.
Κύρια ευρήματα
The results showed that ownership structures that were state-owned enterprises, privately
owned enterprises and township-village enterprises (TVEs) had a lower probability of
obtaining global certification. However, TQM commitment moderates the relationship
between ownership structure and obtaining ISO 9000 certification for POEs and TVEs. The
study found stronger results for a subsample of organizations that intended to obtain ISO 9000
certification. Among organizations without ISO 9000 certification, we examined
organizations that began the learning process for ISO 9000 and those that had not, and found
differences based on competitive pressures, ownership structures, and the moderating effect
of TQM commitment.
Πρακτικές εφαρμογές.
There are several implications for global quality management that can be traced to our results.
Traditionally, SOEs in China tend to have dominant market positions while not being as
constrained by resource scarcity as other ownership structures. Nevertheless, SOEs tend to
have lower success in obtaining global certification which means a weaker opportunity to
signal their excellence in global quality management to stakeholders. The internal and control
orientation established within SOEs tends to run counter to the external orientation that is
associated with global certification. Therefore, in order to successfully obtain global
certification by SOEs in the future, there needs to be a significant change in their espoused
value systems. For example, one such aspect of the value system is to allow for more
flexibility by employees and managers that are involved in certification efforts. Also, our
results showed that POEs indeed had a lower probability of obtaining a global certification
than foreign affiliates. This result is likely due to constraints such as limited resources and
clashes among informal clans that exist in these organizations. POE operations managers
should use the opportunities to reform its internal operating systems to align more with the
external orientation which can be seen as an effective learning process in the context of
obtaining global certification. TVEs possess some expertise in leadership and management
styles, but face resource constraints which are quite similar to POEs. Therefore, for this
ownership structure as well, their actual level of success in pursuing global certification is on
par with POEs but is also significantly lower than foreign affiliates. Addressing and solving
institutional constraints to gain more flexibility and to identify adequate human resource
capital that has an external and market orientation would be vital to TVEs’ success in
pursuing and attaining global certification. An organization’s TQM commitment is critical to
successfully obtaining global certification. Executives that seek to obtain global certification
should first establish top management’s commitment to TQM principles before starting the
process of global certification. The strength and effectiveness of TQM commitment is even
stronger in ownership structures such as POEs and TVEs, compared to other ownership
structures. While TQM commitment may not be effective in altering the operational systems
rigidity and internal orientation within SOEs, TQM commitment does help POEs and TVEs in
overcoming barriers such as lack of formal internal controls quite effectively. Therefore,
TQM commitment can help narrow the gaps between POEs/TVEs and foreign affiliates in
pursuing global certification. This suggests that managers in POEs/TVEs should pay attention
to TQM commitment in order to align the committed corporate resources with the externally
oriented processes that are typical in global certification.
4. Sila, I. (2018), "Country and sector effects on the relationships among TQM practices and
key performance measures", International Journal of Productivity and Performance
Management, Vol. 67 No. 8, pp.1371-1393.
Σκοπός εργασίας
The purpose of this paper is to analyze if and how country- and sector-related contingency
factors affect the implementation of TQM practices and various performance measures within
a TQM-performance relationships model framework.
Μεθοδολογία (χώρα εκπόνησης της μελέτης, κλάδος επιχειρήσεων, δείγμα
επιχειρήσεων, στατιστικές αναλύσεις)
Πρακτικές εφαρμογές.
There needs to be a more holistic approach to quality management and increased institutional
support for quality initiatives in developing countries. Through proper alignment and
integration of their different components, organizations can realize maximum improvement in
their business results. Understanding the sector level contingencies before implementing a
performance excellence model is also recommended.
5. Green, K.W., Inman, R.A., Sower, V.E. and Zelbst, P.J. (2018), "Impact of JIT, TQM and
green supply chain practices on environmental sustainability", Journal of Manufacturing
Technology Management, https://doi.org/10.1108/JMTM-01-2018-0015.
Σκοπός εργασίας
The purpose of this paper is to empirically assess the complementary impact of JIT, TQM and
green supply chain practices on environmental performance.
Μεθοδολογία (χώρα εκπόνησης της μελέτης, κλάδος επιχειρήσεων, δείγμα
επιχειρήσεων, στατιστικές αναλύσεις)
Data from a sample of 225 US manufacturing managers are analyzed using a PLS-SEM
methodology.
Κύρια ευρήματα
JIT and TQM are directly and positively associated with green supply chain management
practices. JIT, TQM and green supply chain practices are complementary in that combined
they provide a greater impact on environmental performance than if implemented
individually.
ΕΝΔΕΙΚΤΙΚΗ ΑΠΑΝΤΗΣΗ
Οι οκτώ κύριες ποιοτικές διαστάσεις που καθορίζονται από τον Garvin (1988) είναι οι εξής:
(1) Απόδοση: Βασικά χαρακτηριστικά τα οποία αναφέρονται στα χαρακτηριστικά εκείνα που
ικανοποιούν τις ανάγκες, τόσο των εσωτερικών, όσο και των εξωτερικών πελατών. Είναι το
κύριο λειτουργικό χαρακτηριστικό του προϊόντος.
(2) Χαρακτηριστικά ενός προϊόντος: στοιχεία τα οποία συμπληρώνουν τις βασικές του
λειτουργίες. Συμπληρώνουν τα βασικά χαρακτηριστικά και διευκολύνουν τη χρήση της
υπηρεσίας και του προϊόντος.
(3) Αξιοπιστία: είναι η πιθανότητα ενός προϊόντος να επιβιώσει σε ένα καθορισμένο χρονικό
διάστημα, υπό συγκεκριμένες προϋποθέσεις χρήσης. Η αξιοπιστία σχετίζεται με πιθανές
βλάβες και καταστροφές του προϊόντος υπό κανονικές συνθήκες
(4) Συμμόρφωση: είναι ο βαθμός στον οποίο τα φυσικά χαρακτηριστικά και η απόδοση
ενός προϊόντος συμφωνούν εκ των προτέρων με καθορισμένα πρότυπα. Δηλαδή με τις
προδιαγραφές η οποία σχετίζεται με την ποιότητα της παραγωγικής διαδικασίας
(5) Αντοχή ή διάρκεια ζωής του προϊόντος: είναι το ποσό χρήσης από ένα προϊόν πριν αυτό
καταστραφεί ή επιδεινωθεί, μέχρι γίνει προτιμότερη η αντικατάστασή του.
(6) Εξυπηρέτηση: είναι η ταχύτητα, η ευγένεια, και η αρμοδιότητα μιας επισκευής.
(7) Αισθητική: είναι το πώς ένα προϊόν φαίνεται, αισθάνεται, ηχεί, γεύεται ή μυρίζει. Η
αισθητική και η εμφάνιση του προϊόντος που είναι τα πρώτα ερεθίσματα που δέχεται ο
καταναλωτής
(8) Αντιληπτή ποιότητα: είναι η υποκειμενική εκτίμηση της ποιότητας που απορρέει από
την εικόνα, τη διαφήμιση ή την εμπορική επωνυμία. Η υποκειμενική αντίληψη της ποιότητας
πηγάζει από ανεπαρκή πληροφόρηση του πελάτη για συγκεκριμένα προϊόντα, με αποτέλεσμα
να μη βασίζει την επιλογή του σε αντικειμενικά χαρακτηριστικά της ποιότητας.
Στη συνέχεια θα πρέπει να αναφερθούν αυτές τις διαστάσεις για το τρόφιμο που εξετάζεται
(μπισκότο gluten free).
Απόδοση: Αναφέρεται στα βασικά λειτουργικά χαρακτηριστικά του μπισκότου, όπως
Οργανοληπτικά χαρακτηριστικά, χρώμα, υφή, γεύση, ευθρυπτότητα, τραγανότητα, αίσθηση
κατά την μάσηση, υγιεινότητα, θρεπτικότητα, το περιεχόμενο σε ίχνη γλουτένης,
φρεσκότητα, ένταση του αρώματος, οι περιεχόμενες θερμίδες, κ.α.
Αξιοπιστία: Το προϊόν να είναι υγιεινό και ασφαλές, η μηχανική αντοχή του προϊόντος να
είναι καλή (να μην είναι τα μπισκότα σπασμένα στη συσκευασία τους), οι πρώτες ύλες να
είναι ελεγμένες και ανώτερες ποιοτικά, τα οργανοληπτικά χαρακτηριστικά του προϊόντος να
μην μεταβάλλονται από παρτίδα σε παρτίδα, η εφοδιαστική αλυσίδα να είναι
αποτελεσματική, τα ίχνη γλουτένης στο προϊόν να είναι κάτω από τα νομικά όρια, κ.α.
Αντοχή ή διάρκεια ζωής του προϊόντος: το προϊόν θα πρέπει να είναι σε άριστη υγιεινή
κατάσταση τουλάχιστον μέχρι την ημερομηνία λήξης του, τα οργανοληπτικά χαρακτηριστικά
του δεν πρέπει να μεταβληθούν στη διάρκεια του χρόνου.