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The purpose of this paper is to analyse the effectiveness of a quality improvement method in driving innovation in the public sector. The study expands on the concept of innovation and analyses the types and usefulness of the innovations observed.

The study utilizes an action research approach. The aim of the quality improvement method introduced is to generate innovations enhancing efficiency. An interventionist research method is required to produce the findings. Data collection methods include a preliminary question sheet, interview, workshops, observation and the examination of other material concerning the case organization.

The study supports the notion that innovations created with a quality improvement method can be more oriented towards process improvement, particularly in the public sector. Further, when the method enables professionals from different functions to participate in the process, the innovations created can be more comprehensively designed. Innovations can be classified according to their degree of novelty, type, resource consumption and the projected outcome. A project follow-up makes it possible to compare the projected outcome of the innovation against its actual outcome.

The method applied could be a viable option for practitioners considering public sector quality improvement and innovation capacity building. The paper provides guidelines for prioritizing innovations in terms of their resource consumption and usefulness.

Integrating quality improvement with innovation generation as a potential efficiency source for public-sector organizations has received relatively little research attention. Further, the paper provides a categorization for innovations in the public sector that provides guidelines for prioritizing innovations.

The purpose of this paper is to address the key variables that determine the level of control of color in a typical textile supply chain, including lighting variability, color perception, and color measurement.

A fishbone diagram is used to demonstrate the wide range of variables that affect the control and communication of color within the textile supply chain.

It is important to identify the important parameters and variables that influence the control of color within various stages of the textile supply chain. In regard to visual assessment variability, the results obtained in an ongoing study at North Carolina State University based on the psychophysical testing of 50 observers demonstrate a statistical difference for visual judgments of small color differences between naïve and expert observers. Results of a paired t‐test between the second and the third trial conducted by naïve observers indicate that the repetition of the visual observations significantly affects the assessment of small color differences.

Assessment of lighting measurements of several stores in the USA demonstrate variability in lighting, with many stores having at least two different light sources. This variability, in combination with uncontrolled lighting from external windows and entrance/exit areas, can lead to significant variability in the color perception of textile garments displayed in such areas, and may lead to consumer experience being significantly different from that intended by the designer.

The optimization of variables that influence the assessment and communication of color is vital to achieving effective communication between all parties involved. This can significantly reduce costs and lead times resulting in improved competitiveness and cost efficiency associated with increased consumer satisfaction and confidence in the industry.

The repetition of visual observations significantly affects the assessment of small color differences.

This paper aims to describe an interactive action planning software tool (TAPS) for manufacturing objective deployment, and to report the results of its application in five companies.

A process approach based on action research was adopted in this research. Under this approach, a series of four to five workshops were conducted in each company. Each workshop took half a day and involved a multi‐disciplinary team of four to six managers. Besides direct observation in the workshops, a structured questionnaire was also used to elicit managers' feedback at the end of each workshop.

The TAPS approach (integration of Burbidge's connectance concept and the analytic hierarchy process) helps managers to visualise and represent their perceptions of the relationships between variables and objectives through a sequential, analytical process. Results from the case studies indicate that TAPS provides the following benefits to managers: it improves collective understanding, reduces the complexity of strategy deployment into manageable steps, facilitates discussion, and manages organizational knowledge.

The research is so far limited to application in five case studies. Future research will involve further cases and improvements to the usability of the software tool.

For practitioners, the paper provides them with an interactive software tool (TAPS) for effective strategic action planning. For academics, this paper provides an approach for researching strategy deployment, and a potential classroom teaching tool for operations management.

The purpose of this paper is to provide an overview of a particular approach for increasing knowledge creation in organisation. The paper provides a discussion of related concepts, processes, and a tool.

This paper describes the reasons for drawing connectance diagrams, the process and the software. It also explains their application within companies, and discusses plans for further research.

The feedback from the case studies presented in this paper was positive and indicated that the tool for action plan selection (TAPS) is useful for learning and teaching.

This paper provides a practical tool for increasing the flow of knowledge in organisations and explains how it is used. This paper argues that one way of achieving this is through an interactive process coupled with an effective knowledge map to gather the employees' collective view of the knowledge and skills required to successfully perform each step in delivering solutions. The key is both a process and a tool that organisations use to manage their knowledge in a way that enhances employees' learning and ownership. This paper describes such an approach, and explains its application within companies, and discusses plans for further research. The process described in this paper is known as drawing connectance diagrams and the software tool to accomplish this is called TAPS.

The purpose of this study is to integrate two well-established frameworks with an aim to reduce the unwanted rejection rate recurring in the drug production process in pharmaceutical industries. The effectiveness of an integrated framework has been demonstrated by a real-time case study in a complex industrial environment, providing a platform for quality tools application in the pharmaceutical industry.

The hazard analysis and critical control points (HACCP) provided a basic framework for hazard analysis and its blending with statistical process control (SPC) aided in data-driven decision-making. The extensive brainstorming and Pareto analysis helped to identify potential critical-to-quality characteristics followed by SPC, x¯ and R charts, histograms and C_p and C_pk analysis to spot the critical control point. The fishbone diagram led to the extraction of the leading cause behind the identified problem. Then, based on recommended corrective actions, control limits were adjusted and the process was brought into control. Finally, a product-based cost analysis is also performed to illustrate the financial impact resulting from the proposed method’s successful implementation.

The integrated framework is applied to a drug production process which has a higher rejection rate (3%) because of the non-conformities. Based on Pareto analysis, potential failure causes were classified and prioritised as inappropriate composition (2.54%), packaging (0.35%), out-of-specification (0.069%), equipment failure (0.022%), input materials (0.018%) and miscellaneous (0.002%). It is found that 84% of the total rejection rate is contributed by inappropriate composition. After taking corrective actions, it is observed that the proposed method has helped to reduce the process rejection rate significantly (2.54-0.82%). In the monetary terms, 2.50% decline per unit costs is noted in this case study work. The proposed integrated framework’s success is further motivating other pharmaceutical industries to implement and expand it to other processes.

The case study is an attempt to contribute to the existing literature of quality management in pharmaceutical industries. In particular, it is a novel example to introduce the simple and user-friendly SPC tool into well-established HACCP framework to enhance its effectiveness in hazard identification. The case study results motivate managers to adopt quality techniques for achieving a higher quality standard and operational excellence.

Traditional statistical tools are subject to certain constraints when they are applied to quality control in industries where the number of faults per working day is limited. An effective quality monitoring and analyzing tool is therefore needed to meet the specific requirements of these industrial sectors. Proposes a so‐called “Cause‐classified Control Chart”, based on fieldwork in the Nanchang Telecommunications Office of China. Trial results from several posts and telecommunications offices in China in recent years have positively shown that the Cause‐Classified Control Chart is an effective tool for quality enhancement in these specific industrial sectors.

The aim of this paper is to highlight the application of six sigma, software engineering techniques and simulation to software development with a view to improving the software process and product.

This paper attempts to integrate six sigma and simulation to define, analyse, measure and predict various elements of software development (such as cost, schedule, defects) that influence software quality, thereby helping the software personnel take necessary measures early in the development process to improve the software processes and remove defects. Simulation results provide qualitative and quantitative suggestions on the ways to change the software process to achieve six sigma quality. The integration of six sigma and CMM and the role of knowledge management in software organisations have been taken into account.

Most software organisations operate between 2.3 and 3 sigma level. This paper presents a framework for definition, measurement, and analysis of important elements of the software product and process using six sigma tools and exploits the use of simulation in bringing six sigma improvements. Case studies have been presented to demonstrate the findings.

Application of the techniques presented in this paper would definitely improve software organisations' processes and product.

The adoption of methodologies outlined in this paper in software companies would enable them to attain improvements in terms of cost, schedule and quality.

The integration of simulation with six sigma applied to software development is novel in this paper. This paper will be valuable for quality professionals and management personnel in software organisations.

Explains how concept mapping taken from the educational world, can help clarify the mess. Asserts that combining this tool with a preliminary step goes a long way towards creating the consensus and harmony essential to the production of acceptable practical solutions. Contends concept maps provide a firm structure for carrying out discussions, negotiations and agreements. Concludes, when trying to achieve a quality improvement, all variables in multitudinous combinations are open for effecting the improvement. A concept map can do much to help visualize the tangle.

Making judgments about marketing opportunities in the 1990s needs a flexible view, with the emphasis on relationship building. Yet few companies really understand their customers. To make matters worse, even when good research is available, many companies are defeated by the task of converting that research into design plans, or diagnostic work on service defects. To do this means coming to grips with service intangibles. Some of the quality management techniques involved, and the implications for “internal marketing”, are outlined.