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1
Pierwszy Kanadyjski Kongres Jakości
Haffer R., Karaszewski R.
Problemy Jakości
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2009
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R. 41, nr 11
17-19
2
Developing Competence to improve business performance for rapid change in the 21st century
Haffer R., Urbaniak M.
Problemy Jakości
|
2007
|
R. 39, nr 11
6-8
EN
n 27 and 28 September 2007 the Scottish city of Edinburgh hosted the 12th World Congress for Total Quality Management Developing Competence to Improve Business Performance for Rapid Change in the 21st Century. The congress organisation was managed by Prof. Gopal Kanji. The article presents the agenda and major outcomes of the event.
3
11th World Congress for Total Quality Management
Haffer R., Karaszewski R., Urbaniak M.
Problemy Jakości
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2007
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R. 39, nr 2
6-9
EN
The article discusses the agenda and major outcomes of the Congress, held on Dec 4-6, 2006 in Wellington, New Zealand. The authors focus on the topics discussed in all subject areas of the conference.
4
X Światowy Kongres Total Quality Management. Jakość w XXI wieku
Haffer R., Urbaniak M.
Problemy Jakości
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2005
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R. 37, nr 10
4-5
EN
The article gives basic information on the 10th World Congress for Total Quality Management "Quality into the 21st Century" that was held on 22-24 August 2005 in Winnipeg, Canada. The central ideas formulated by the main presenters focused on the following topics: management innovation leadership, market transparency of the quality level offered by businesses, new imperatives for durability and success in the 21st century, a new diagnostic model for change management, management ethics and the culture of quality, challenges facing the traditional quality approaches; just-in-time, lean production system (of Toyota), kaizen.
5
Kultura jakości jako warunek międzynarodowej konkurencyjności polskich przedsiębiorstw
Haffer R.
Problemy Jakości
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2005
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R. 37, nr 12
6--8
EN
On the basis of an executive survey the author tries to determine the level of culture of quality at the leading Polish businesses. Among the four defined basic components of the culture of quality, the highest score was reached by management involvement (84% of full implementation). The close followers were closer customer relations (80%) and closer supplier relations (72%). The definitely weakest result was gained by staff involvement and supervision, scored at only 55% of full implementation. In conclusion the author suggests a set of measures that might improve the level of culture of quality at Polish enterprises.
6
Kultura jakości i sposoby jej kształtowania
Haffer R.
Problemy Jakości
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2005
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R. 37, nr 11
5--8
EN
The article discusses an organised procedure of shaping the culture of quality. The pricedure comprises: (1) analysis, aimed at diagnosing the attitudes to quality that prevail at the company, (2) identification of present values, (3) identification of future values, (4) determining the conditions of measure implementation, (5) implementation, i. e. adoption of desirable principles and values related to the culture of quality and fixing the new behaviour patterns.
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