TOTAL QUALITY MANAGEMENT IMPLEMENTATION IN EDUCATION SECTOR THROUGH INTEGRATION OF QUALITY FUNCTION DEPLOYMENT AND ANALYTICAL
HIERARCHY PROCESS Ankit Dubey
Department of Industrial Engg.& Management,
Takshshila Institute of Engineering & Technology Jabalpur (M.P.) Prof. Alok Agrawal
Department of Mechanical Engineering,
Takshshila Institute of Engineering & Technology Jabalpur (M.P.)
Abstract- Over the past four decades, both researchers and practitioners have been striving to enable modern educational organizations to perform at world class quality management level. As a result, modern organizations have been adopting various World Class Management strategies. One of them is Total Quality Management (TQM). When TQM was propagated in late 1970s, its scope was restricted to improving quality in service organizations. Over the years, the scope of TQM has been extended from improving service quality to achieving performance improvement of the organizations.
One of the prominent techniques of TQM namely quality function deployment (QFD) does not findad equate application in quality development programs. This deficiency is noticed despite the fact that, the technical languages evolved by the QFD technique are useful to achieve world class quality management performance through the application of TQM. Choosing of the technical languages evolved by the QFD technique requires tactical decision making. Such kind of decisions can be made through the application of Analytic Hierarchy Process (AHP) technique. This observation reveals the need of integrating QFD and AHP with TQM. In order to fulfill this need, the research work reported in this thesis was carried out. In the beginning of this research work, a literature survey involving the study of TQM, QFD and AHP was carried out. The findings of this literature survey were used to design a model called analytic quality function management (AQFM). AQFM model has been designed to encompass three primary components namely house of quality (HoQ) of QFD, 8 - pillars of TQM concept and AHP technique.
The application of AQFM begins by the formation of HoQ. The HoQ reveals the technical languages. These technical languages may be exposed to top management who will make strategic decisions. These decisions may be passed through the 8 –pillars of TQM.
After building the TQM pillars, the actions to be implemented are identified. These are subjected to AHP which passes through the following three steps namely discretization hierarchy, sensitivity analysis and priority analysis. After conducting sensitivity analysis by referring to this discretization hierarchy, the actions are ranked and thus prioritized.
In order to investigate the practical implementation aspects of AQFM, Engineering Educational Organizations (EEIs) are considered. The investigation conducted in the direction of studying the practical implementation aspects revealed that, AQFM model would be a vehicle to make EEIs to make journey for performing at world class level in quality management. Particularly it was found that, AQFM would facilitate the gathering of the information about the requirements of stakeholders of the EEIs. By making use of this information, AQFM model facilitates the identification of technical descriptors which are required to enable the EEIs to improve its performance. Further, in order to prioritize the implementation of these technical descriptors through the building of TQM pillars, it is suggested to apply AHP. By making use of the results of AHP, the exact activities to be carried out for enabling EEIs to perform at world class level was identified.
During the research work reported in this thesis, the top management leadership of
any EEI could not be availed to lead the implementation of AQFM model. In this situation,
survey questionnaire has been conducted among various researchers, academicians and
various stakeholders of an EEI. The reactions of the competent personnel about the
implementation of AQFM model were gathered. These reactions indicated the practical
compatibility and capability of AQFM model in triggering the modern organizations to make
journey at faster pace towards performing at world class level. On the whole, the way of
effectively translating the customer voices into quality based technical languages and
deploying them by making multi-criteria decisions has been made possible in the research work reported in this thesis through the contribution of AQFM model.
Keywords: Total Quality Management, Quality Function Deployment, Analytical Hierarchy process, Analytic Quality Function Management (AQFM) Model, House of Quality, Quality Improvement Parameters
1 OVERVIEW
In today‟s competitive environment,
„quality‟ is the key to an organization‟s success and survival. Hence in order to prosper in this competitive era, organizations are endeavoring to at in certain strategies that would facilitate continuous quality improvement in all spheres of activities [45]. The wide application of quality function deployment (QFD) and analytic hierarchy process (AHP) approaches in researches and practices was noted with interest. QFD is the proven technique for translating customers‟ voice into specific technical languages.
AHP is a decision making tool that is useful to prioritize the actions needed to attain the concerned strategies. Though both QFD and AHP have found wide applications, their integrated usage in TQM field is conspicuously missing. In this context, the research work reported in this thesis was initiated with the objective of overcoming the absence of any effort that is made to integrate QFD and AHP approaches in TQM field [46]. The prosperity of organizations is highly influenced by the contribution of engineers who working in them. These engineers are supplied to the societies by the engineering educational institutions (EEIs). As modern engineers are required to face tough global competitive challenges, engineering education is required to embrace in varied fields like social, economic, technical, manufacturing, automobile, automotive, electronics, and governance. Besides EEIs need to address global challenges like sustainability, employability, technical advancement, economic development and environmental aspects.
1.2 Problem Definition
Due to the intensification of the competition and globalization of markets, modern organizations are required to perform at world class management (WCM) level [49]. In order to achieve this goal, modern organizations are required
to adopt WCM strategies. Some of the WCM strategies as recognized by the researchers are TQM, Total Employee Involvement (TEI) and Continuous Performance Improvement (CPI). There have been many reports of implementing these WCM strategies and achieving certain fruitful outcomes [2]. Meanwhile researchers have been pointing out that, the need of integrating these WCM strategies among themselves and with other powerful techniques and tools.
In this direction, the researchers have been bringing out several integrated models. These researchers have also reported the fruitful outcomes derived by implementing these integrated models[50]. Though these results indicate the prowess of these integrated models, there has been an absence in the direction of investigating the implementation aspects of these integrated models. This is due to the reason that, not all the modern organizations are equipped to implement these integrated models. This outcome is supposed to enable these modern organizations to perform at WCM level.
Therefore, there exists a need to carryout researches on investigating the implementation aspects of these integrated models in varied types of modern organizations.
On identifying the absence of investigations on the implementation aspects of integrated models, this research work was begun by searching for a model that would integrate three approaches namely TQM, AHP and QFD.
The absence of such a model was considered to be the main problem of this research work. In order to overcome this problem, AQFM model was designed.
Subsequently, the absence of
investigating the practical implementation
aspects of TQM was considered as the
secondary problem. This problem was
chosen in the context of integrating AHP,
TQM and QFD in AQFM model.
1.3 Research Objective
In order to solve the problem considered during this research work, the following objectives were set.
1. To study the characteristics of AHP, TQM and QFD approaches by reviewing the literature.
2. To study the fundamental principles of integrating AHP, TQM and QFD approaches.
3. To design a model that would integrate AHP, TQM and QFD approaches.
4. To bring out the conceptual feature of the designed model and its implementation procedure.
5. To study the practical implementation aspects of the designed model.
6. Tog ather the feedback of the competent personnel about the practical implementation aspects of the designed model.
In order to attain these objectives, this research work proceeded by following a systematic research methodology. This research methodology is described in the next section.
2.2 Quality and Total Quality Management
The importance of quality management in business organizations has increased significantly over the past 20 years [53].
TQM from an international perspective require studying different countries and aimsatunderst and TQM in a global context. The concept of international serves as the motivation for developing a global TQM standard for evaluating TQM practices within countries [5]. The practice of TQM also affects from the national level to the international level which helps organizations to compete internationally and gain a competitive edge in the global market. Total quality management (TQM) is an integrated organizational effort designed to improve quality at every level [54].
2.2.1 Quality in International Context Currently, developed and developing countries are in different stages of the quality movement. Most quality practices research has focused on developed countries since the early1990'ssuchas United States and Japan [47]. Studies on
the implementation of quality practices in developed countries are found to be very common and thus most quality practices nowadays is based on the experienced of developed countries such as Toyota, GM and Ford. Quality practices research has been extended beyond developed countries to other countries around the world such as China and India. In China, Lee (2012) conducted a study to investigate the status of quality practices and its perception among Chinese small manufacturing companies. He pointed out that by adopting certain quality management practices, it can help Chinese small manufacturers to achieve competitive advantages in both domesticandinter national markets [49].
Lin et al.(2013) showed that Taiwanese and American firms can benchmark the efficient practices of Japanese firms in order to be the best-in-class [51] [55]. The study found that the efficiency of quality management practices for Japanese- owned firms is the highest. Some studies have compared quality practices between developed and developing countries. Yoo et al. (2006) discusses the differences in implementation of quality practices in manufacturing companies amongst four countries which are Korea, USA, Mexico and Taiwan [6]. They noted that transferring quality practices from a home country to another country or in the other way are required to achieve over all business objective and to consider similarities and differences in the context globalization [56].
3 INTRODUCTION
As mentioned earlier, at the end of conducting the literature survey, there is still a need on the research involving the integration of TQM, QFD and AHP. In order to overcome this research need, the AQFM model was designed. The stages of designing the AQFM model, its implementation procedure and projected benefits of implementing it in organizations are briefly explained in this chapter.
The conceptual features of AQFM
model are depicted in Figure 3.1. As
shown in Figure, the three primary
components of this model namely HoQ of
QFD, 8-pillars of TQM concept and AHP
technique. The application of TQM model
begins by the formation of HoQ. The HoQ reveals the technical languages.
Figure 3.1 Conceptual AQFM model 4RESULTS OF TQM IMPLEMENTATION
The global and local sensitivities of TQM pillars & their quality improvement parameter form the desired benefits of conducting the implementation study.
Particularly, these values indicated the activities that educational organizations are required to carry out to achieve improvements in such a way that these organizations perform at world class level [38]. These results are discussed in the following sub sections.
4.1 Results of TQM Implementation Model & Research
The major phase of conducting the implementation study on TQM at Engineering Educational Institutions (EEIs) is the determination of the values of the local sensitivity of the TQM pillars and global sensitivity of continuous maintenance quality improvement parameters. These values are shown in the Tables 4.11 (given in Chapter 4).
Based on these values, the results of conducting the implementation study on TQM in the EEIs are discussed here.
The TQM pillar titled
„Standardization‟ has the maximum value of local sensitivity. As shown in Table 4.12.1 (given in Chapter 4), this value is 0.237 (that is, it is 23.7%). In order to implement this TQM pillarat the EEI, the sub-criteria indicatedindiscretization hierarchy, which are shown in Figure 4.2
(given in Chapter 4), are needed to be implemented. At Engineering Institutions, the Standardization is enhanced by conducting research & development activities among students. Further teaching learning process should be advanced and technological asper changing scenario. The teaching methodology followed by the faculty members may have to be improved by monitoring these faculty members to conduct group discussions, seminars, debates and technical quiz. Research and development activities are carried out by subscribing to the international and national level engineering journals and installing library facility with library network (DELNET) and e-library facilities [39]. However, ISO 9001:2008 certification and NBA accreditation is required to maintain quality status. The top management of institution shall support these instructors to get highly qualified.
4.2 Conclusion
The intensification of the competition has
been triggering all kinds of organizations
to adopt strategies that would enable
them to perform at world class level of
quality. In order to make journey in this
direction, the organizations are required
to identify the VOCs. Subsequently, these
organizations need to identify the
activities that would be required to be
implemented in response against these
VOCs [40]. After identifying these activities, the organizations are required to follow World Class Management practices. In order to progress in this direction, organizations are required to make strategic decisions. In order to make strategic decisions, the organizations are required to consider multi-criteria.
Today, thanks to the contributions of several researchers, three approaches namely TQM, QFD and AHP are available in the scientific world to enable organization stop rogress in this direction.
However, these three approaches need to be integrated for enabling the organizations to perform at World Class Management level. In order to meet this need, the AQFM model has been developed during the research work which has been reported in this thesis. The investigation involving the studies on implementing TQM in organizations formed the major facet of the research work reported in this thesis. The concluding aspects of this research work are presented in this chapter.
4.3 Contributions of the research work During the past two decades, modern organizations have been facing intensified competition. In order to face this kind of
intensified competition, organizations have been adopting several models, techniques, technologies, tools and systems. Besides organizations have been approaching the consultants for implementing certain company oriented models [41]. All these approaches will enable the companies to succeed in the global market only if the companies understand the VOCs and act to react in accordance with them [78].
In order to react in response to the VOCs, modern companies are required to make decisions by understanding accurately the customers‟ requirements and strengthening their own operations. The first requirement is fulfilled by implementing the QFD technique. Second requirement is fulfilled by implementing the TQM. In order to implement QFD and TQM, the engineers and managers of the companies need to make decisions by involving multi-criteria. This requirement is fulfilled by applying AHP technique.
Hence it is the high time that, these three approaches are integrated to achieve collaboration which will enable the organizations to per format World Class Level of Management.
The aspect of integrating QFD, TQM and AHP approaches is depicted in Figure 4.1.
Figure 4.1 Enhancing the organization performance world class level through AQF
Mmodel
REFERENCES
1. Abazar Zohrabia and Nikzad Manteghib, "A Proposed model for strategic planning in educational organizations", WCETR 2011, Procedia - Social and Behavioral Sciences vol.
28, p.p. 205 – 210 (2011).
2. Abdul Talib Bon and Esam M.A. Mustafab,
"Impact of Total Quality Management on Innovation in Service Organizations:
Literature review and New Conceptual Framework", Malaysian Technical Universities Conference on Engineering &
Technology 2012, MUCET 2012 Part 2 Mechanical And Manufacturing Engineering, Procedia Engineering vol. 53, p.p. 516 – 529 (2013).
3. Adegbuyi, P.A.O. and Uhomoibhi, J.O.
“Trends in the development of technology and engineering educationin emerging economies”, Multicultural Education &
Technology Journal, Vol.2, No.3, pp.132-139 2008.
4. Ahmed, S. and Amagoh, F. “Application of QFD in product development of a glass manufacturing company in Kazakhstan”, Benchmarking: An International Journal, Vol.17, No.2, pp.195-213 2010.
5. Ahmed, S. and Hassan, M. “Survey and case investigations on application of quality management tools and techniques in SMIs”, International Journal of Quality & Reliability Management, Vol.20, No.7, pp.795-826, 2003.
6. Akao,Y. and Mazur,G.H. “The leading dgein QFD: past, present and future”, International Journal of Quality & Reliability Management, Vol.20, No.1, pp.20–35, 2003.
7. Ali, M. and Shastri, R. K. “Implementation of Total Quality Managementi n Higher Education” Asian Journal of Business Management, Vol. 2, issue 1, pp. 9-16, 2010.
8. Ali, N. A and Zairi, M. “Service Quality in Higher education”, Bradford University School of Management Bradford, 2005.
9. Amalia Venera Todorut, "Sustainable development of organizations through total quality management", Procedia - Social and Behavioral Sciences, vol. 62, p.p. 927 – 931, (2012).
10. Anand, G. and Kodali, R. “Development of a frame work for lean manufacturing systems”, International Journal of Services and Operations Management, Vol. 5, No. 5, pp.
687–716, 2009.
11. Andronikidis, A., Georgiou, A.C., Gotzamani, K. and Kamvysi, K. “The application of quality function deployment in service quality management”, The TQM Journal, Vol.21, No.4, pp.319-333, 2009.
12. Baird,K.,Hu,K. J., and Reeve, R. “The relationships between organization alculture, total quality management practices and operational performance”. International Journal of Operations & Production Management, vol.31, issue 7, pp. 789-814, 2011.
13. Barraza, M.F.S., Smith, T. and Dahlgaard- Park, S.M. “Lean-kaizen public service: an empirical approach in Spanish local governments”, The TQM Journal, Vol.21, No.2, pp.143-167, 2009.
14. Bayo- Moriones, A., Bello-Pintado, A. and Merino-Diazde Cerio, J. “5 Susein manufacturing plants: contextual factors and impact on operating performance”, International Journal of Quality and Reliability Management, Vol.27, No.2, pp.217- 230, 2010.
15. Bayraktaroglu, G. and Ozgen, O. “Integrating the Kano model, AHP and planning matrix QFD application in library services”, Library Management, Vol.29, No.4-5, pp.327-351, 2008.
16. Bhattacharya, A., Geraghty, J. and Young, P.
“Supplier selection paradigm: An integrated hierarchical QFD methodology under multiple-criteria environment”, Applied Soft Computing, Vol.10, pp.1013–1027, 2010.
17. Biedenweg, K., Monroe, M. C. and Oxarart, A.
“The importance of teaching ethics of sustain ability”, International Journal of Sustainability in Higher Education, Vol.14, No.1, pp.6-14, 2013.
18. Biswas, W. K. “The importance of industrial ecology in engineering education for sustainable development”, International Journal of Sustainability in Higher Education, Vol.13, No.2, pp.119-132, 2012.
19. Blewitt, J. “Higher education for a sustainable world”, Education+
Training,Vol.52,No.6/7,pp.477-488,2010.
20. Blizzard, J., Klotz, L., Pradhan, A. and Dukes, M. “Introducing whole-systems design to first- year engineering students with case studies”, International Journal of Sustainability in Higher Education, Vol.13, No.2, pp.177- 196, 2012.
21. Bosch, V.G. and Enriquez, F.T. “TQM and QFD: exploiting a customer complaint management system”, International Journal of Quality & Reliability Management, Vol.22, No.1, pp.30-37, 2005.
22. Byrne, E.P. “Teaching engineering ethics with sustainability as context”, International Journal of Sustainability in Higher Education, Vol.13, No.3, pp.232-248, 2012.
23. Cancer, V. and Mulej, M. “Multi-criteria decision making in creative problem solving”, Kybernetes, Vol.42, No.1, pp.67-81, 2013.
24. Carnevalli, J.A. and Miguel, P.C. “Review, analysis and classification of the literature on QFD -Types of research, difficulties and benefits”, International Journal of Production Economics, Vol.114, No.2, pp.737–754, 2008.
25. Chan, C.Y.P., Taylor, G. and Ip, W.C.
“Applying QFD to develop a training course for clothing merchandisers”, The TQM Journal, Vol.21, No.1, pp.34-45, 2009.
26. Chan, L.K. and Wu, M.L. “Quality function deployment: A literature review”, European Journal of Operational Research, Vol.143, pp.463–497, 2002.
27. Chiang, W.K. and Li, Z. “An analytic hierarchy process approach to assessing consumers‟ distribution channel preference”, International Journal of Retail and Distribution Management, Vol.38, No.2, pp.78-96, 2010.
28. Chin,K. S., Pun K.F., Xu,Y., Chan, J.S.F, “An AHP based study of critical factors for TQM implementation in Shanghai manufacturing industries”, Technovation, vol. 22, pp. 707 715, 2002.
29. Cronemyr, P. and Witell, L. “Changing from a product to a process perspective for service improvements in a manufacturing company”, The TQM Journal, Vol.22, No.1, pp.26-40, 2010.
30. Eid, R. “Factors affecting the success of world class manufacturing implementation in less developed countries The case of Egypt”, Journal of Manufacturing Technology Management, Vol.20, No.7, pp.989-1008, 2009.
31. Eroglu, E. “Basic Principles of Continuous Quality Improvement in Education Practice”.
Pamukkale University Journal of Education Faculty, Vol. 7, pp. 167-175, 2000.
32. Espinoza, O. and Gonzalez, L.E.
“Accreditation in higher education in Chile:
results and consequences”, Quality Assurance in Education, Vol.21, No.1, pp.20- 38, 2013.
33. G. Rajesha and P. Malliga, "Supplier Selection Based on AHP QFD Methodology", International ConferenceOn DESIGN AND MANUFACTURING, IConDM 2013, Procedia Engineering vol. 64, p.p. 1283 – 1292 (2013).
34. Garza-Reyes, J.A., Eldridge, S., Barber, K.D.
and Soriano-Meier, H. “Overall equipment effectiveness (OEE) and process capability (PC) measures A relationship analysis”, International Journal of Quality and Reliability Management, Vol.27, No.1, pp.48- 62, 2010.
35. Gibbons, P.M. and Burgess, S.C. “Introducing OEE as a measure of lean Six Sigma capability”, International Journal of Lean Six Sigma, Vol.1, No.2, pp.134-156, 2010.
36. Gill, J. “Quality follows quality: add quality to the business and quality will multiply the profits”, The TQM Journal, Vol.21, No.5, pp.530-539, 2009.
37. Gulec, H.K., Kabasakal, O., Kuzu, O.H.
“Sustainability Evaluation of Student Satisfaction in terms of Quality Assurance System in Higher Education: The Case of Higher Vocational schools ISO 9000 QMS applications”, International Higher Education Congress: New Trends and Issues. 27 to 29 May 2011, Istanbul, Turkey, 2011.
38. Gurumurthy, A. and Kodali, R.“Anapplication of analytic hierarchy process for the selectionofa methodology to improve the product development process”, Journal of Modeling in Management, Vol.7, No.1, pp.97- 121, 2012.
39. Hanning, A., Abelsson, A.P., Lundqvist, U.
and Svanstrom, M. “Are we educating engineers for sustainability? Comparison between obtained competences and Swedish industry‟s needs”, International Journal of Sustainability in Higher Education, Vol.13, No.3, pp.305-320, 2012.
40. Ho, W. “Integrated analytic hierarchy process and its applications – A literature review”, European Journal of Operational Research, Vol.186, No.1, pp.211- 228, 2008.
41. Ho, W., Higson, H.E., Dey, P.K., Xu, X. and Bahsoon, R. “Measuring performance of virtual learning environment system in higher education”, Quality Assurance in Education, Vol.17, No.1, pp.6-29, 2009.
42. Hwarng, H.B. and Teo, C. “Translating customers‟ voices into operations
requirements A QFD application in higher education”, International Journal of Quality and Reliability Management, Vol.18, No.2, pp.195-225, 2001.
43. Ivanova, M. “Social competencies identification for realization of successful engineering practice”, Interactive Technology and Smart Education, Vol.9, No.4, pp.217- 229, 2012.
44. Jain, S.K. and Ahuja, I.P.S. “An evaluation of ISO 9000 initiatives in Indian industry for enhanced manufacturing performance”, International Journal of Productivity and Performance Management, Vol.61, No.7, pp.778-804, 2012.
45. James, M. and Card, K. “Factors contributing to institutions achieving environmental sustainability”, International Journal of Sustainability in Higher Education, Vol.13, No.2, pp.166-176, 2012.
46. Kalaycı, N. “Total Quality Management in Higher Education in the Process of Applied neglected elements of TQM Center and Training Programs. Turkish Educational Sciences Journal, vol. 6, issue 2, pp. 163- 188, 2008.
47. Kaynak, H. “The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, Vol. 21, issue 4, pp.
405-435, 2003.
48. Khanna, V.K. “5 „S‟ and TQM status in Indian organizations”, The TQM Journal, Vol.21, No.5, pp.486-501, 2009.
49. Kumar, A., Antony, J. and Dhakar, T.S.
“Integrating quality function deployment and benchmarking to achieve greater profitability”, Benchmarking: An International Journal, Vol.13, No.3, pp.290-310, 2006.
50. Largosen S, Seyed Hashemi. R and Leitner.
M, “Examination of dimensions of Quality in Higher Education”, Quality Assurance in Education, vol.12 No.2, pp.61-69, 2004.
51. Law, D.C.S. “Quality assurance in post- secondary education some common approaches”, Quality Assurance in Education, Vol.18, No.1, pp.64-77, 2010.
52. Lee, S., Kim, W., Kim, Y.M. and Oh, K.J.
“Using AHP to determine intangible priority factors for technology transfer adoption”, Expert Systems with Applications, Vol. 39, pp. 6388–6395, 2012.
53. Leonard, D. “Quality management practices in the US homebuilding industry”, The TQM Journal, Vol.22,No.1, pp.101-110, 2010.
54. Lin, S-W. “An investigation of the range sensitivity of attribute weight in the analytic hierarchy process”, Journal of Modeling in Management, Vol.8, No.1, pp.65-80, 2013.
55. Lo, K.K., Hui, E.C.M. and Ching, R.H.F.
“Analytic hierarchy process approach for competitive property management attributes”, Facilities, Vol.31, No.1/2, pp.84-96, 2013.
56. MacLeod, I.A. “The education of innovative engineers”, Engineering, Construction and Architectural Management, Vol.17, No.1, pp.21-34, 2010.
57. Mădălina Militarua, Gabriela Ungureanua and Alina Ştefania Chenic, "The prospects of implementing the principles of Total Quality Management (TQM) in education", 3rd World Conference on Learning, Teaching and
Educational Leadership, Procedia - Social and Behavioral Sciences vol. 93, p.p. 1138 – 1141, (2013).
58. Maddulety Koilakuntlaa, Vishal S Patyala, SachinModgila and Padmavati Ekkulurib, "A research study on estimation of TQM' factors rating' through AHP", Procedia Economics and Finance, vol. 3, p.p.55 –61,(2012).
59. Mehmet Karahana and Mehmet Meteb,
"Examination of total quality managementpracticesin higher education in the context of quality sufficiency", 2nd World Conference On Business, Economics And Management, Procedia - Social and Behavioral Sciences vol. 109, p.p. 1292 – 1297 (2014).
60. Mehrjerdi, Y.Z. “Applications and extensions of quality function deployment”, Assembly Automation, Vol. 30, No. 4, pp. 388–403, 2010.
61. Miguel, P.A.C. and Dias, J.C.S. “A proposed framework for combining ISO 9001 quality system and quality function deployment”, The TQM Journal, Vol. 21, No.6, pp. 589-606, 2009.
62. Mukhopadhyay, M, (2005), Total Quality management in Education, SAGE Publications Pvt. Ltd; 2nd edition (August 7, 2005)
63. Mulder, K.F., Segalas, J. and Ferrer-Balas, D.
“How to educate engineers for/in sustainable development Ten years of discussion, remaining challenges”, International Journal of Sustainability in Higher Education, Vol.13, No.3, pp.211-218, 2012.
64. Murad,A., Rajesh,K, “Implementation of total Quality Management in Higher Education, Asian Journal of Business Management, vol.
2, issue 1, pp. 9-16, 2010.
65. NakoTaskova and Elizabeta Mitrevab, "The motivation and the efficient communication both are the essential pillar within the building of the TQM (Total Quality Management) system within the Macedonian higher education institutions", The 6th International Conference Edu World 2014
“Education Facing Contemporary World Issues”, 7th - 9th November 2014, Procedia - Social and Behavioral Sciences vol. 180, p.p.
227 – 234 (2015).
66. Okay, S. “Vocational and Technical Secondary School Principals and Teachers by Perception of Total Quality Management Impact on Student Academic and Social Achievement. TSA, vol. 13, issue 1, pp. 131- 148, 2009.
67. Oliver, J. “Continuous improvement: role of organizational learning mechanisms”, International Journal of Quality and Reliability Management, Vol. 26, No. 6, pp.
546-563, 2009.
68. Parashar, A.K. and Parashar, R. “Innovations and Curriculum Development for Engineering Education and Research in India”, Procedia - Social and Behavioral Sciences, Vol. 56, pp.
685- 690, 2012.
69. Paten, C.J.K., Palousis, N., Hargroves, K. and Smith, M. “Engineering sustainable solutions program Critical literacies for engineers portfolio”, International Journal of Sustainability in Higher Education, Vol.6, No.3, pp.265-277, 2005.
70. Pramod, V.R., Devadasan, S.R. and Jagathyraj, V.P. “Quality improvement in engineering education throughthe synergy of TPM and QFD”, International Journal of Management in Education, Vol. 4, No. 1, pp.
1–24, 2010.
71. Pramod, V.R., Sampath, K., Devadasan, S.R., Jagathyraj, V.P. and Dakshinamoorthy, G.
“Multi-criteria decision making in Maintenance Quality Function Deployment through the Analytical Hierarchy Process”, International Journal of Industrial and Systems Engineering, Vol. 2, No. 4, pp. 454–
478, 2007.
72. Prodanovska, V.,and Mitreva,E.
“Incorporation, authorization and encouragement of the employeesinorder to improve the quality of the educational process. In: Two decades of academic teaching, 18-19 June 2012, Timișoara.
73. Saaty, T.L. “Decision making with the analytic hierarchy process”, International Journal of Services Sciences, Vol. 1, No. 1, pp. 83-98, 2008.
74. Sahney, S., Banwet, D.K. and Karunes, S.
“Quality framework in education through application of interpretive structural modeling An administrative staff perspective in the Indian context”, The TQM Journal,Vol.
22,No.1, pp.56-71, 2010.
75. Sahu, A.R., Shrivastava, R. R. and Shrivastava, R.L. “Critical success factors for sustainable improvement in technical education excellence: A literature review”, The TQM Journal, Vol. 25, No. 1, pp. 62-74, 2013.
76. Salaheldin, S. I. “Critical success factors for TQM implementation and their impact on performance of SMEs. International Journal of Productivity and Performance Management, vol. 58, issue 3, pp. 215-237, 2009.
77. Sangeeta Sahney, D.K Banwet and S.
karunes, “A SERVQUAL and QFD approach to total quality education: a student perspective” International Journal of Productivity and Performance Management, vol. 53, No 2, pp.143-145, 2004.
78. Sankaran, R.A., Senthil, V., Devadasan, S. R.
and Pramod, V. R. “Design and development of Innovative Quality Function Deployment model”, International Journal of Business Innovation and Research, Vol. 2, No. 2, pp.203–222, 2008.
79. Serin, H. and Aytekin, A. “Total Quality Management in Higher Education”, Bartin Faculty of Forestry, Vol. 11, Issue 15, pp. 83- 93, 2009.
80. Shahin, A. and Nikneshan, P. “Integration of CRM and QFD A novel model for enhancing customer participation in design and delivery”, The TQM Journal, Vol. 20, No. 1, pp.68-86, 2008.
81. SivajothiParamasivama & Kanesan Muthusamy, "Study of Critical Success Factors in Engineering Education Curriculum Development Using Six-Sigma Methodology", International Conference on Teaching and Learning in Higher Education (ICTLHE 2012) in conjunction with RCEE & RHED 2012,Procedia - Social and Behavioral Sciences vol. 56, p.p. 652 – 661 (2012).
82. Skolnik, M.L. “Quality Assurance in Higher Education As a Political Process” Higher Education Management and Policy, vol. 22, issue 1, pp. 67-86, 2010.
83. Snezana Topalovic, "The implementation of total quality management in order to improve production performance and enhancing the level of customer satisfaction", procedia technology, vol. 19, p.p. 1016-1022 (2015) 84. Subramanian, N. and Ramanathan, R. “A
review of applications of Analytic Hierarchy Process in operations management”, International Journal of Production Economics, Vol. 138, pp. 215–241, 2012.
85. Sugumaran, C., Muthu, S., Devadasan, S. R., Pramod, V. R. and Srinivasan, K.
“Continuous maintenance quality improvement using analytic maintenance quality function deployment technique”, International Journal of Services and Operations Management, Vol. 14, No. 4, pp.
509–543, 2013.
86. T.Sudha,"TotalQualityManagementInHigherE ducationInstitutions",InternationalJournal of Social Science & Interdisciplinary Research, IJSSIR, Vol. 2, issue (6), JUNE (2013).
87. Tekin, M., Karahan, M., Kuzu, O. H., Sahin, S. “ISO 9000 Quality Management Practices in the Context of Total Quality Management in Higher Education Evaluation: The Case of Vocational Schools”. Manufacturing Research Symposium, 16-18 September 2010, Girne, Cyprus University of Americian. KKTC.
88. Thandapani, D., Gopalakrishnan, K., Devadasan, S.R., Sreenivasa, C.G. and Murugesh, R. “Quality models in industrial and engineering educational scenarios: a view from literature”, The TQM Journal, Vol. 24, No. 2, pp.155-166, 2012.
89. Vaidya, O.S. and Kumar, S. “Analytic hierarchy process: An overview of applications”, European Journal of Operational Research, Vol. 169, pp. 1–29, 2006.
90. Xingxing, Z., Fredendall, L.D. and Douglas, T.J. “The evolving theory of quality management: The role of Six Sigma”, Journal of Operations Management, vol. 26, pp. 630- 650, 2008.
91. http://www.bluebit.gr/matrix-calculator/
