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.
b. The Concessionaire shall institute a quality assurance system that shall be followed during the Concession Period. The quality assurance system shall involve testing of materials, equipments and services to ensure compliance of laid down Performance Standards and Technical Requirements, the upkeep of suitable records, charts, samples, photographs, etc, as approved by Authority. 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 materials, works, records and documents, and to take measurements and tests. The Concessionaire shall offer full co‐operation to such checks and inspections.
c. During the Construction Period, details of all periodic tests, procedures and compliance documents shall be submitted to Independent Engineer for his information before each design and execution stage is commenced. When any document is issued to Independent Engineer, it shall be accompanied by the signed quality assurance statements for such document in a format approved by Independent Engineer. The Independent Engineer shall be entitled to audit any aspect of the system and recommend corrective action to be taken, if any.
Total Quality Management. A Quality Improvement and Management Program is required. Key elements shall include:
i. As with other aspects of a sound emergency dispatch program, a qualified emergency service professional must be engaged as ED Director. Depending upon the requirements and resources of the professional emergency service system, this may be a part-time or a full-time position. In either case, the ED Director must be empowered with control over professional policies, procedures and decisions in the system. The ED Director must be regularly involved at all levels, particularly at the “front line” level where the EDs handle the calls for ED help. This helps even an experienced ED professional to become functionally “dispatch literate.” The ED Director should also attend activities of the Quality Assurance committees and personnel, and evaluate and guide their performance. It is highly recommended that any ED Director who has not already participated in an IAED Executive Certification Course, do so before the end of the 6-month implementation period. This is required for eventual IAED Dispatch Center accreditation.
ii. PRIORITY DISPATCH SYSTEM STEERING and REVIEW COMMITTEE(S): One or more committees shall be established to set policy and review performance of ED operations with the PDS. The ED Director must participate in all material decisions by these committees and must be included as a signatory on any policy or procedural determinations made by such committees. A PDS Steering and Review Committee must be established and meet at least quarterly to review, evaluate, and approve the application of policies or procedures affecting PDS operations.
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. (Oakland, 2003)
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.
(b) Should Xxxx fail to meet the mutually agreed upon Performance Standards contained in Addendum 1, the liaisons shall review the reasons for such failure and attempt to resolve the reasons for the failure. If the liaisons are unable to agree on a solution to prevent the recurrence of the failure, or if the failure recurs for whatever reason, the matter shall be referred to arbitration in accordance with Paragraph 25 below.
(c) Representatives of management from each party with authority to bind each party shall meet not less than annually to revise, as necessary, the Performance Standards, the Capital Budget and Expense Plan. Any revisions to the Performance Standards shall be subject to the mutual agreement of the parties.
Total Quality Management. Butterworth Heinemann, Oxford.
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. 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. In private sector, Total Quality Management (TQM) is an approach that seeks to improve quality and performance which will meet or exceed customer expectations. This can be achieved by integrating all quality-related functions and processes throughout the company. TQM looks at the overall quality measures used by a company including managing quality design and development, quality control and maintenance, quality improvement, and quality assurance. TQM takes into account all quality measures taken at all levels and involving all company employees (Liker, 2004). There are abundant of reports cited a success case in improving organization performance and achieve customer satisfaction. Therefore, concept and tools of TQM has been applied into a measure in implementing RBM/GG as well. The tools of Total quality management help organizations to identify, analyze and assess qualitative and quantitative data that is relevant to their business. These tools can identify procedures, ideas, statistics, cause and effect concerns and other issues relevant to their organizations. Each of which can be examined and used to enhance the effectiveness, efficiency, standardization and overall quality of procedures, products or work environment, in accordance with ISO 9000 standards (International Organization for Standardization, 2000 & 2009). TQM tools illustrate and aid in the assimilation of complicated information such as:
1) Identification of target audience
2) Assessment of customer needs
3) Competition& Market analysis (e.g. Force field)
4) Brainstorming ideas
5) Productivity changes (e.g. PCDA)
6) Various statistics 7) Staff duties and work flow analysis (e.g. Time study)
8) Statement of purpose
9) Financial analysis 10)Model creation 11)Business structure 12)Logistic analysis As a results, TQM tools has been implemented as RBM/GG tools in design and improve public service.
Total Quality Management. Quality is of critical importance to the success of the Employer and all Employees will be committed to maintaining the standards required by ISO2000, HACCP and Foodsafe principles. All Employees will be committed to and abide by Company quality policies and improving standards of hygiene and housekeeping.
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.