Quality and Process Management Systems in the UAE Maritime Industry

Quality and Process Management Systems in the UAE Maritime Industry

Michail Glykas (University of the Aegean, Athens, Greece) and Johnichan George (Tristar Transport LLC, Dubai, United Arab Emirates)
DOI: 10.4018/IJPMAT.2017010102

Abstract

The growing maritime industries in the global economy signify the need for applying the science of quality management systems to study the interdisciplinary nature of products and services offered by this sector. In particular, considering the strategic location and liberal trade policies, the maritime sector in the United Arab Emirates (UAE) is considered a critical player and key enabler of international trade. To further strengthen and enhance the role of UAE's maritime sector in supporting the global maritime industry, it is highly desirable to identify the contributing factors that influence business processes and service efficiency and empirically verify the findings. This study builds on the significance of Quality Management Systems in Marine Industry with special focus on the UAE's maritime sector.
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Total Quality Management (Tqm)

TQM was the first formal framework of a formal QMS. It is a strategy that began in the 1980s for implementing and managing quality improvement activities at all levels within an organization, based on the philosophies of Deming and Juran as the focal point. These philosophies were based on quality values that management would like to implant in the organization. In the effort to achieve this implantation a series of tools and techniques were developed as shown in Figure 1. However, leaders who had little or no knowledge about its vital concepts such as Zero defects, Value Engineering, Quality is Free, and so forth wrapped TQM around several ineffective programs and disaster was the net result.

Figure 1.

Total Quality Management (TQM)

Current Frameworks

In the quest to remain competitive in the growing world economy, and having learned lessons from the failures of TQM, the need for a sustainable QMS framework is now well-established. Firms developed their ideas and practices of Quality Management within two main frameworks (Angel et al., 2010) on one hand, through the implementation of a standard QMS, the best example of which may be the ISO 9000 quality standards series; and on the other hand, using the scheme provided by the excellence model. In general, various literatures and studies in this academia have provided considerable empirical evidences on the positive impact that the adoption of various QMS and models has had on various dimensions and measures of organization’s performance (Samson & Terziovski, 1999; Prajogo & Sohal, 2006; Tari & Sabater, 2006).

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