<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Vincentas Lamanauskas</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SOME SKETCHES ON QUALITY</style></title><secondary-title><style face="normal" font="default" size="100%">Quality Issues and Insights in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">quality conducting</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management systems</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://journals.indexcopernicus.com/abstracted.php?level=5&amp;icid=1026096</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Recent problems of quality management have gained a diverse character. A number of organizations at different levels actively seek for implementing various quality management systems. A part of those are based on ISO standards, whereas the rest employs other measures. Despite these variations, the actions taken must be properly performed thus avoiding situations when the issued certificate only plays a crucial role. The key objective is to ensure continuous improvement and personal competitive advantage of activities stimulated by an organization. The writing does not focus on all above introduced questions. The only point is that frequently the implementation of quality management systems is really a rather formal and superficial process, i.e. certain call of fashion, discussing the fields of social affairs, education and culture in particular.
We can hardly expect a full answer to the provided question. A growth in pessimism and disbelief in the quality management system as the one providing real benefits to the organization have evolved into a matter of concern. Understanding a quality management system as a bureaucratic arrangement the real output of which is only a requirement for an issuing a certificate has emerged as risk to quality management systems in general. Contradictions at a methodological level have been also increasing. For instance, though plenty of quality management systems have been implemented, however, the experts in the field of quality fail to agree on the aims of quality and the way they should be applied to one or another organization. The explained situation requires in-depth discussions at all levels and investigations into the questions about the quality of rapidly increasing information on the basis of which management practises have been created and developed. After all, according to Charles-Maurice de Talleyrand-Périgord (1754–1838), ‘those who own information – rule the world’.</style></abstract><section><style face="normal" font="default" size="100%">4-5</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Stanislava   Stoyanova</style></author><author><style face="normal" font="default" size="100%">Ivan   Krastev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">EFFICIENT MANAGEMENT AND MANAGER’S PERSONALITY</style></title><secondary-title><style face="normal" font="default" size="100%">Quality Issues and Insights  in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">goal achievement</style></keyword><keyword><style  face="normal" font="default" size="100%">monitoring</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://journals.indexcopernicus.com/abstracted.php?level=5&amp;icid=1050101</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Some standards of quality management are enumerated that are focused on the process of detecting and capturing the defects, meeting the technical requirements, as well as satisfying the customers and the employees. Some principles of quality management are presented that are focused on the customers, related to the employees and to the managers, to some specific work situations. In Bulgaria, 34 managers (8 men and 26 women) were asked 6 questions related to quality management. The biggest part of the managers was not excited by the conflict situations between people. They considered themselves as goal-orientated, reflexive and satisfied with the completion of some difficult and important tasks, but they had negative attitude towards being monitored in their work. What is important in quality management concerning the managers is their motivation to set the appropriate goals, to commit own performance to the taken decisions, the tasks to be finalized (even if they are considered monotonous and difficult), the conflicts to be resolved and used for innovations, the monitoring and supervision to be perceived as a way of demonstration of own achievements and strengths.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">79-87</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Marta   Kučerová</style></author><author><style face="normal" font="default" size="100%">Miroslava   Mĺkva</style></author><author><style face="normal" font="default" size="100%">Dagmar   Rusková</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">LEAN SIX SIGMA IMPLEMENTATION IN INDUSTRIAL COMPANIES</style></title><secondary-title><style face="normal" font="default" size="100%">Quality Issues and Insights  in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">lean production</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management</style></keyword><keyword><style  face="normal" font="default" size="100%">six sigma</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://journals.indexcopernicus.com/abstracted.php?level=5&amp;icid=1050096</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Continual improvement, as one of the objectives of a quality management system is achieved by the improvement of all processes and activities at a particular stage of the production cycle. Continual process improvement is also the only way how to survive and succeed among competitors. The management of the company will always be looking for opportunities that will enhance the effectiveness of the company’s processes. Lean Six Sigma is one of the significant methodologies of quality management, this seeks to increase productivity and improve quality of process outputs. As a customer oriented managerial strategy, it emphasizes that imperfection is an opportunity for improvement. The Lean Six Sigma system helps to effectively reduce any defective process; it improves the quality of the provided services and makes the management processes more efficient. It focuses on the elimination of waste, thus it focuses on eliminating non-value adding activities. The goal is to eliminate the non-value added activities in order to create continuous flow and shorten the duration of the process. 
 The contribution focuses on some important aspects of implementing the Lean Six Sigma method in industrial companies.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">46-52</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Luis Miguel Ciravegna Martins da Fonseca</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">21ST CENTURY QUALITY: LOOKING INTO THE “CRYSTAL BALL”</style></title><secondary-title><style face="normal" font="default" size="100%">Quality Issues and Insights in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">future of quality</style></keyword><keyword><style  face="normal" font="default" size="100%">quality engineering</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://journals.indexcopernicus.com/abstract.php?icid=1197482</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The discussion of possible scenarios for the future of Quality is on the priority list of major Quality Practitioners Societies. EOQ – European Organization for Quality (EOQ, 2014) main team for its 58th EOQ-Congress held June 2014 in Göteborg was “Managing Challenges in Quality Leadership” and ASQ - American Society for Quality (ASQ, 2015) appointed “the Future of Quality” for Quality Progress Magazine November 2015 issue. In addition, the ISO 9001:2008 revision process carried by ISO/TC 176 aims to assure that ISO 9001:2015 International Standard remains stable for the next 10 years (ISO, 2014) contributing to an increased discussion on the future of quality. The purpose of this research is to review available Quality Management approaches and outline, adding an academic perspective, expected developments for Quality within the 21st Century. This paper follows a qualitative approach, although data from international organizations is used. A literature review has been undertaken on quality management past and potential future trends. Based on these findings a model is proposed for organization quality management development and propositions for the future of quality management are advanced. Firstly, a state of the art of existing Quality Management approaches is presented, for example, like Total Quality Management (TQM) and Quality Gurus, ISO 9000 International Standards Series (with an outline of the expected changes for ISO 9001:2015), Six Sigma and Business Excellence Models. Secondly, building on theoretical and managerial approaches, a two dimensional matrix – Quality Engineering (QE - technical aspects of quality) and Quality Management (QM: soft aspects of quality) - is presented, outlining five proposed characterizations of Quality maturity levels and giving insights for applications and future developments. Literature review highlights that QM and QE may be addressing similar quality issues but their approaches are different in terms of scope breadth and intensity and they ought to complement and reciprocally reinforce one another. The challenges organizations face within the 21st century have stronger uncertainty, complexity, and differentiation. Two main propositions are advanced as relevant for 21st Century Quality: - QM importance for the sustainable success of organizations will increase and they should be aware of the larger ecosystem to be managed for improvement, possibly leading to the emergence of a new Quality paradigm, The Civilizational Excellence paradigm. - QE should get more attention from QM and the Quality professionals will have to: a) Master and apply in wider contexts and in additional depth the Quality Tools (basic, intermediate and advanced); b) Have the soft skills needed for its success; c) Be results oriented and better understand and demonstrate the relationships between approaches and results These propositions challenge both scholars and practitioners for a sustained and supported discussion on the future of Quality. “All things are ready, if our mind be so.” (Shakespeare, Henry V, circa 1599). </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">6-19</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Renata Bilbokaitė</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">REQUIREMENTS FOR TODAY’S UNIVERSITIES: HOW TO MEASURE ACTIVITY RESULTS?</style></title><secondary-title><style face="normal" font="default" size="100%">Quality Issues and Insights in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Higher education</style></keyword><keyword><style  face="normal" font="default" size="100%">quality criteria</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management</style></keyword><keyword><style  face="normal" font="default" size="100%">quality parameters</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://journals.indexcopernicus.com/abstract.php?icid=1197481</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">For today’s University higher and higher requirements are raised and certain criteria are thought of, by which activity results are measured. In many cases, quantitative, homogenies criteria are necessary indeed - because they show a concrete position among other higher schools. However, making efforts to conform to equal criteria, it becomes more and more difficult to find one’s distinctiveness among thousands of universities in the world and to guarantee the graduates that the representatives of Z generation will be prepared to be leaders. Homogeneous quality criteria – are the aspects, according to which from one starting point all higher education quality parameters are measured. The idea is worth, because it helps to rate institutions – they themselves and society members can get acquainted with activity results. However, within certain limits. A great number of features, thus remain unmeasured, unaccentuated, even not announced publicly. For mases, it is very convenient to open a popular rating page and in a second to get the necessary information - the number of a place of a higher school among the other similar schools – the reader very often even does not go deep in analysing, according to which criteria the evaluation was performed. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-5</style></section></record></records></xml>