Chemists | Χημικοί | Quality control | Έλεγχος ποιότητας | Management | Διαχείρηση | Industry | Βιομηχανία
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Figure 3.1 The four levels in the evolution of TQM defined by Dale, 2003.
Figure 3.2 Depiction of QMS historical development Weckenmann et al. (2015).
Figure 4.1 Hierarchy example-1 of a QC department in a cosmetic industry.
Figure 4.2 Hierarchy example-2 of a QC department in a pharmaceutical industry.
Figure 4.3 Categorization of skills according to World Bank (2018).
Figure 7.1 Reliability Analysis of the questionnaire.
Figure 7.2 ANOVA with Friedman’s test and interclass correlation analysis.
Figure 7.3 Normality assessment for survey’s variables.
Figure 7.4 Normality assessment of variable “The manager-subordinate relationship in the workplace can be a factor in the resignation of the latter”.
Figure 7.5 Histogram of variable “The manager-subordinate relationship in the workplace can be a factor in the resignation of the latter”.
Figure 7.6 Normality Q-Q plot of variable “The manager-subordinate relationship in the workplace can be a factor in the resignation of the latter”.
Figure 7.7 Frequency distribution of respondents’ gender (left) and age (right).
Figure 7.8 Frequency distribution of the Respondents’ industry.
Figure 5.9 Frequency distribution of respondents’ total years of work (left) and years of work at quality control (right).
Figure 7.10 Frequency distribution of respondents’ total years of work (left) and years of work at quality control (right).
Figure 7.11 Bar chart for question “Managers’ demands should be fully understandable by their subordinates”.
Figure 7.12 Bar chart for question “Managers should treat everyone equally”.
Figure 7.13 Bar chart for question “Managers should give feedback only for mistakes”.
Figure 7.14 Bar chart for questions “Managers shoudn’t have direct contact with their subordinates”.
Figure 7.15 Bar chart for question “Managers should inform their subordinates about their organization’s goals”.
Figure 7.16 Bar chart for question “Managers should give feedback”.
Figure 7.17 Bar chart for question “Managers should listen to their subordinates”.
Figure 7.18 Bar chart for question “Subordinates should feel free to talk to their managers”.
Figure 7.19 Bar chart for question “Previous service or dtudy abroad is a plus for a manager”.
Figure 7.20 Bar chart for question “It is an important qualification for a manager to have knowledge on HR management”.
Figure 7.21 Bar chart for question “Every manager should have work experience similar to that of his/her subordinates”.
Figure 7.22 Bar chart for question “It is important for a manager to have at least 5 years of experience in positions in QC departments”.
Figure 7.23 Bar chart for question “It is not necessary for a QC manager to hold an MBA degree”.
Figure 7.24 Bar chart for question “A master degree in chemistry is more useful for a QC manager than an MBA degree”.
Figure 7.25 Bar chart for question “Anyone with both a bachelor/master degree in chemistry and an MBA diploma is capable of becoming a manager”.
Figure 7.26 Bar chart for question “A manager in a QC department may also come from a non-relative field.
Figure 7.27 Frequency Tables for the different types of organizations.
Figure 7.28 Frequency Tables for the different types of organizations.
Figure 7.29 Frequency Tables for the different types of management of organizations.
Figure 7.30 Bar chart for question “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter”.
Figure 7.31 Kruskal-Wallis and Median test for question “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to QC employees’ number.
Figure 7.32 Median test for question “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to to QC employees’ number.
Figure 7.33 Kruskal-Wallis and Median test for question “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to years of work at quality control.
Figure 7.34 Median test for question “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to years of work at quality control.
Figure 7.35 Kruskal-Wallis and Median test for question “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to age.
Figure 7.36 Median test for question “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to age.
Figure 7.37 Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to age.
Figure 7.38 Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to years at quality control.
Figure 7.39 Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to QC employees’ number.
Figure 7.40: Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to personal organization culture.
Figure 7.41 Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to stable and structured organization culture”.
Figure 7.42: Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to dynamic and changing organization culture.
Figure 7.42: Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to achievement oriented organization culture.
Figure 7.43: Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to high performance requirements oriented management style.
Figure 7.44: Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to teamwork and participation oriented management style.
Figure 7.45: Scatter plot for “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter” compared to security and predictability oriented management style.
Table 3.1 Typical Processes and Quality attributes within the Pharmaceutical Industry (Nunnally & McConnell, 2007)
Table 7.1 Correlation coefficients of age, QC employees’ number, years of work at QC and “The manager-subordinate relationship in the workplace can be a factor of resignation of the latter"
Τις τελευταίες δεκαετίες η ποιότητα έχει γίνει αναπόσπαστο κομμάτι της καθημερινότητας
στον βιομηχανικό κλάδο. Έτσι, τόσο η διασφάλιση ποιότητας (QA) όσο και ο ποιοτικός
έλεγχος (QC) των προϊόντων αποτελούν μεγάλο μέρος της δομής και της λειτουργίας των
εταιρειών. Από μικρές έως μεγαλύτερες επιχειρήσεις, τα τμήματα QC διασφαλίζουν ότι η
εν λόγω ποιότητα διατηρείται κατά τη διάρκεια της παραγωγής, πριν από την απελευθέρωση
καθώς και κατά τη διάρκεια ζωής των προϊόντων τους, ακολουθώντας τα απαραίτητα
πρότυπα και διαδικασίες. Για να λειτουργήσει σωστά και ομαλά ένα τμήμα σαν αυτό, όχι
μόνο χρειάζεται κατάλληλο προσωπικό αλλά και κατάλληλο μέντορα - κάποιον που θα ξέρει
πώς να κρατά τις ισορροπίες, να ελέγχει, να διαχειρίζεται και να συμβουλεύει την ομάδα.
Ένα άτομο που θα κερδίσει τον σεβασμό μέσα από τη γνώση, αλλά και τις πράξεις. Ιδανικά,
κάποιος που εκτός από μάνατζερ μπορεί να χαρακτηριστεί και ηγέτης.
Η παρούσα διπλωματική εργασία στοχεύει να περιγράψει τον ρόλο ενός μάνατζερ σε
τμήματα ποιοτικού ελέγχου των βιομηχανιών καθώς και να σχολιάσει τη σχέση με τους
υφισταμένους του/της. Πιο συγκεκριμένα, η μελέτη εστιάζει στον τομέα του ποιοτικού
ελέγχου και ειδικότερα στα εργαστήρια που απασχολούν χημικούς και τεχνολόγους
τροφίμων. Η μελέτη περιλαμβάνει τη χρήση ερωτηματολογίου, στο οποίο απάντησαν άτομα
που εργάζονται σε χώρους που αποτελούν αντικείμενο μελέτης αυτής της διατριβής. Τα
αποτελέσματα αναλύονται με τη χρήση περιγραφικών και επαγωγικών στατιστικών
μεθόδων για την εξαγωγή συμπερασμάτων σχετικά με τις αντιλήψεις των εργαζομένων για
τους ανωτέρους τους.
Αυτό που κάνει αυτή τη μελέτη να ξεχωρίζει είναι ο στόχος της να αναδείξει τις βασικές
δεξιότητες που πρέπει να διαθέτει ένας μάνατζερ καθώς και τη σωστή στάση απέναντι στους
υφισταμένους του/της και να δώσει κίνητρα για περαιτέρω μελέτη και έρευνα πάνω στο
θέμα.
In the last decades, quality has become an integral part of everyday life. Thus, in the industry,
both quality assurance (QA) and quality control (QC) of products constitute a large part of
the structure and operation of companies. From small to larger businesses, QC departments
ensure that said quality is maintained during the production, prior to the release as well as
during the life of their products, following the necessary standards and procedures. In order
to operate properly and smoothly a department like this, not only does it need suitable staff
but also a suitable mentor - someone who will know how to keep the balances, control,
manage and advise the team. A person who will gain respect through knowledge, as well as
actions. Ideally, someone who, in addition to being a manager, can also be described as a
leader.
The present dissertation aims to describe the role of a manager in quality control departments
at industries as well as comment on the relationship with his/her subordinates. More
specifically, the study focuses on the field of quality control and in particular, laboratories
that employ chemists and food technologists. The study includes the use of a questionnaire,
which was answered by people working in places that concerning this dissertation. The
results are analyzed using descriptive and inductive statistics to draw conclusions about
employees' perceptions of their superiors.
What makes this study stand out is its aim to highlight the key skills that a manager should
possess as well as the proper attitude towards his/her subordinates and to provide incentives
for further study and research on the subject.
Διαχείρηση χημικών σε τμήματα διασφάλισης ποιότητας στη βιομηχανία: συμπεριφορές, προσόντα και πρακτικές. Description: 148726_AVRAMPOU_ATHINA.pdf (pdf)
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Διαχείρηση χημικών σε τμήματα διασφάλισης ποιότητας στη βιομηχανία: συμπεριφορές, προσόντα και πρακτικές.