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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/15982688200500018. When citing the article, please cite: Kit Fai Pun, Ruel L.A. Ellis, Laverne Chan, (2005), “Development of a Quality Manual for a Research and Educational Centre: A Case Study”, Asian Journal on Quality, Vol. 6 Iss: 2, pp. 131 - 146.

Existing studies on project performance improvement mainly investigate project management (PM) execution processes. Limited publications investigate the project management office's (PMO) proficiency in facilitating proper PM practice. This paper identifies the key performance indicators (KPI) of PMO operations and develops a KPI-based performance management system (KPMS) for revitalising PMO performance for an engineering-service contractor (ESC).

A four-phase study was initiated at an ESC in Trinidad and Tobago (T&T). Phase-1 established historical project performance and PMO challenges via documentary analysis. Empirical data from the PMO staff and management was acquired at Phase-2 to determine PMO process value-drivers and strategic roles. Phase-3 comprised the development of a modified PMO process and the KPMS, whereas Phase-4 evaluated the efficacy of the PMO process and the KPMS framework in a trial period.

The ESC's existing PMO process lacked significant value-drivers of its PM practice. The company also overlooked strategic PMO roles. Trial implementation of the modified PMO process achieved improved project performance, which stakeholders attributed to the value-driven processes and guidance provided by the KPMS. The KPMS, when used in tandem with Earned Value Management (EVM) index score review revealed core performance aspects that could facilitate continuous improvement of the PMO process at the ESC.

Findings provide an adequate basis for policy creation regarding PMO performance evaluation and guidance for companies contemplating a similar endeavour. A viable model for PMO performance management and improvement is proffered. The findings and the model would provide a platform for subsequent research in the areas of PMO development and business process improvement.

This is the first study conducted to obtain management and practitioners' inputs on developing a PMO performance management framework in a project-based contractor organisation in T&T. Various PMO challenges and implications of improvements specific to engineering-service contractors and similar organisations were determined.

Although many adherents openly praise the importance of quality management practices (QMP) in organisations, others have identified significant costs and implementation obstacles. Some recent studies showed that QMP have failed due to the ignorance of quality cultures. How to improve the success rate of QMP in organisations has become a critical issue both in the academy and in practice. This paper discusses the common enablers of and cultural impacts on QMP. It explores the dimensions of national versus organisational culture, and identifies the main features of four quality culture models as advocated in the literature in relation to facilitating QMP in organisations. It was found that flat structures, decentralised functions, empowerment, flexibility, innovation, limited rules and regulations and teamwork favor the QMP implementation. For facilitating culture changes for QMP, values associated with low power distance, low uncertainty avoidance and collectivism would have to be nurtured. Further research is needed to incorporate the findings and develop a practical quality culture approach for real applications in industry.

ISO 9000 is now a widespread quality management practice in Hong Kong manufacturing industries. There is a pressing need to investigate the critical success factors that can help those ISO 9000 registered companies to plan for the continuous maintenance and improvement of their quality systems. With this in mind, the authors have recently conducted a study to identify the critical issues of ISO 9000 maintenance in the Hong Kong electronics manufacturing industry. This paper presents the critical maintenance issues identified during the course of this study, which could facilitate the manufacturers in maintaining their ISO 9000 quality systems. The findings will be of use to the Hong Kong electronics manufacturing industry and will provide a good reference to other industries and other countries as well.

Quality function deployment (QFD) stresses customer‐driven planning, continuous improvement and people participation. This paper elaborates a six‐stage QFD approach based on an empirical study of the provision of the library and information services (LIS) in a technical organisation in Hong Kong. Customer requirements are identified through the focus‐group brainstorming and critical‐incident interviews with users. The study identified 45 critical incidents, and translated them into 23 satisfaction items. Two iterations of house of quality (HOQ) were finally constructed for meshing the quality improvement efforts. The paper identifies the key quality dimensions and illustrates how the QFD approach can lead to effective quality deployment in the provision of LIS. The approach provides a practical means that helps organisations to identify customer satisfaction criteria, and integrate improvement strategies and plans into management decision‐making processes.

With the increasing level of competition in many competitive environments, a body of research regards the ability to formulate and implement a formulated strategy as an equally important source of competitive advantage. The rate of change in both internal and external environments of manufacturing firms is increasing, which necessitates that increased attention be paid to strategic planning and strategy formulation. This paper reviews the concepts of strategy, strategic planning and strategy formulation. It then discusses the common strategy determinants and describes the characteristics of several planning frameworks and methodologies. A conceptual synergy model for strategy formulation is proposed, and its features and characteristics are presented along with a discussion of its applicability in manufacturing enterprises.

Nowadays, the competitiveness of any organisations rests dominantly on how they can manage their performance. A host of performance variables such as quality, reliability, and efficiency are recognised as competitive priorities. This paper reviews the criteria and dimensions of performance measures, and discusses six core performance indicators in agribusiness operations with particular reference to the poultry/broiler farms. Besides, a holistic “Quality, Reliability and Efficiency” view of performance is proposed when developing measures for poultry agribusiness operations.

The purpose of this paper is to investigate the impacts of company sizes and culture on quality management practices (QMP) in manufacturing organisations based in Trinidad and Tobago (T&T).

Empirical data were collected via a questionnaire survey, and 65 manufacturers in four different sizes were studied. The analysis of survey data was performed with the aid of SPSS.

The study signified five core dimensions of culture that would facilitate QMP implementation, and their relative importance would be dependent on varying company size. Organisation size appears to affect only the culture dimension of Low Power Distance.

This research has its limitations due to the fact that the samples were selected manufacturers with varying sizes in T&T. Direct measurements of the impacts of varying company size on culture and QMP were not included in the study.

The findings provided some insights in diagnosing the cultural dimensions and in developing quality culture in manufacturing organisations of T&T.

The purpose of this paper is to discuss the underlining needs for and determinants (factors, tools and methods) of environmentally responsible operations (EROs) and present some direction for work in the areas involving an environmental/quality/operations management interface.

Six typical ERO tools/methods are described, and the findings of a literature review, of selected journal articles on environmental management and related areas from 1994‐2003, are presented.

The review identifies 15 ERO factors under three groupings, namely policy, product/process, and performance evaluation. The relevance of these factors to the ERO tools/methods is also discussed. The findings are useful for implementing EROs and developing a paradigm for integrating environmental, quality and operations management in organisations.

The paper underlines the ERO potentials for environmental, quality and operations management interface and suggests the venues that warrant future work.

The development, maintenance and improvement of quality efforts rest significantly on several internal and external enablers that encompass the building of quality infrastructure, changes in quality culture, transfer of technology, skills and management, integration of quality management practices, and so on. This paper reviews the contemporary quality concepts, and presents a glimpse into the major developments in the quality management domain in China. China’s experiences verified that the transformation process has gone through several phases, and finally attained the synergy of total quality management and compliance requirements of internationally recognized standards. China’s quality transformation efforts have been promoted through legislation and by the building of an institutional infrastructure. Moreover, the Chinese Government has played a directive role in shaping the context and institutional structure of Chinese enterprises and affecting the quality transformation efforts throughout the country.