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1 – 10 of over 2000Investigates the objectives of QCs in German companies from the point of view of the workforce as opposed to that of the management, i.e. the workforce‐oriented potential of QCs…
Abstract
Investigates the objectives of QCs in German companies from the point of view of the workforce as opposed to that of the management, i.e. the workforce‐oriented potential of QCs. Aims to identify a possible fit or misfit between the objectives of the management and those of the employees by analysing voluntary participation, the types of incentives and the potential incentive effects of various positions in the QC system. Concludes that acceptance by employees is of special importance; otherwise any QC system is bound to fail.
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Shahzaf Iqbal, Che Azlan Bin Taib and Mohd. Rizal Razalli
This study aims to investigate the mediating role of quality culture (QC) between transformational leadership (TFL), transactional leadership (TNL) and organizational performance…
Abstract
Purpose
This study aims to investigate the mediating role of quality culture (QC) between transformational leadership (TFL), transactional leadership (TNL) and organizational performance (OP) in higher education institutions.
Design/methodology/approach
The study collects data through a nationwide survey of administrators representing public and private universities in Pakistan using stratified random sampling techniques, while partial least squares structural equation modeling (PLS-SEM) is used for data analysis.
Findings
The results show that both TFL and TNL directly influence QC and that QC directly influences OP. Additionally, the study reveals significant indirect effects of TFL and TNL on OP through QC. However, the direct effects of TFL and TNL on OP are not empirically supported.
Research limitations/implications
This study contributes theoretically to the understanding of OP in universities by examining valuable resources (TFL, TNL) and dynamic capability (QC) as predictors while also introducing QC as a mediator to explain the underlying mechanism between TFL, TNL and OP. However, limitations include a cross-sectional design, a small sample size and reliance on administrators' perceptions as the sole respondents.
Practical implications
This study provides interesting insights for leaders, policymakers and quality managers to integrate valuable, dynamic resources and foster QC by increasing quality awareness at all departmental levels, thereby improving university performance.
Originality/value
The novelty of this study is the introduction of QC as a mediator of TFL, TNL and OP in a university setting.
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Swati Mathur, Jiju Antony, McDermott Olivia, Lizarelli Fabiane Letícia, Bhat Shreeranga, Jayaraman Raja and Chakraborty Ayon
The main purpose of this study is to revisit Ishikawa's statement: “95% of problems in processes can be accomplished using the original 7 Quality Control (QC) tools”. The paper…
Abstract
Purpose
The main purpose of this study is to revisit Ishikawa's statement: “95% of problems in processes can be accomplished using the original 7 Quality Control (QC) tools”. The paper critically investigates the validity of this statement in higher education institutions (HEIs). It involves analysis of the usage of the 7 QC tools and identifying the barriers, benefits, challenges and critical success factors (CSFs) for the application of the 7 QC tools in a HEI setting.
Design/methodology/approach
An online survey instrument was developed, and as this is a global study, survey participants were contacted via social networks such as LinkedIn. Target respondents were HEIs educators or professionals who are knowledgeable about the 7 QC tools promulgated by Dr Ishikawa. Professionals who work in administrative sectors, such as libraries, information technology and human resources were included in the study. A number of academics who teach the 7 basic tools of QC were also included in the study. The survey link was sent to over 200 educators and professionals and 76 complete responses were obtained.
Findings
The primary finding of this study shows that the diffusion of seven QC tools is not widespread in the context of HEIs. Less than 8% of the respondents believe that more than 90% of process problems can be solved by applying the 7 QC tools. These numbers show that modern-quality problems may need more than the 7 basic QC basic tools and there may be a need to revisit the role and contribution of these tools to solve problems in the higher education sector. Tools such as Pareto chart and cause and effect diagram have been widely used in the context of HEIs. The most important barriers highlighted are related to the lack of knowledge about the benefits and about how and when to apply these tools. Among the challenges are the “lack of knowledge of the tools and their applications” and “lack of training in the use of the tools”. The main benefits mentioned by the respondents were “the identification of areas for improvement, problem definition, measurement, and analysis”. According to this study, the most important factors critical for the success of the initiative were “management support”, “widespread training” and “having a continuous improvement program in place”.
Research limitations/implications
The exploratory study provides an initial understanding about the 7 QC tools application in HEIs, and their benefits, challenges and critical success factors, which can act as guidelines for implementation in HEIs. Surveys alone cannot provide deeper insights into the status of the application of 7 QC tools in HEIs, and therefore qualitative studies in the form of semi-structured interviews should be carried out in the future.
Originality/value
This article contributes with an exploratory empirical study on the extent of the use of 7 QC tools in the university processes. The authors claim that this is the first empirical study looking into the use of the 7 QC tools in the university sector.
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Olivia McDermott, Jiju Antony, Michael Sony, Marcelo Machado Fernandes, Rajesh Koul and Mehran Doulatabadi
The main objective of this study is to investigate the 7 new quality control or the 7 new management tools and their use in manufacturing organisations. This research investigates…
Abstract
Purpose
The main objective of this study is to investigate the 7 new quality control or the 7 new management tools and their use in manufacturing organisations. This research investigates the understanding, knowledge of the tools and the level of application of the tools within the manufacturing sector. In addition, this paper aims to identify the benefits, challenges and critical success factors (CSFs) for the application of the 7 new quality control (QC) tools.
Design/methodology/approach
An online survey instrument was developed, and data collection was performed utilising a stratified random sampling strategy. The primary strata/clusters were formed by quality professionals working in all aspects of manufacturing organisations and functions. A total of 86 participants from different countries responded to the survey.
Findings
The main finding of this study is that 10% of participants within the manufacturing sector perceived that the 7 new QC tools could solve above 80% of organisational problems. Another relevant finding presented in this paper is that tree diagrams were the most utilised of the 7 new QC tools within the manufacturing sector. The least utilised tools are arrow diagrams. The common benefits of using 7 new QC tools in the manufacturing sector are helping people define, measure and analyse the problem areas or even prioritises them and providing some form of structure to the problem-solving efforts. This paper also revealed that the 7 new QC tools were most used in the manufacturing area but least utilised in the new products and research and development (R&D) functions. This work also presents a list of CSFs and challenges required to properly apply the 7 new QC tools in the manufacturing sector.
Research limitations/implications
This study was just carried out in manufacturing organisations. It would be interesting to try and expand to services sectors and compare use within the services sector.
Originality/value
Authors understand that this is the very first empirical study analysing the use and understanding of the 7 new QC or management tools within the manufacturing sector. The results of this study represent an important first step towards a complete understanding of the applicability of these tools in continuous improvement programs on a global scale and the context in which they can be utilized.
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Olivia McDermott, Jiju Antony, Michael Sony, Angelo Rosa, Mary Hickey and Tara Ann Grant
The main purpose of this study is to investigate Ishikawa’s statement that “95% of problems in processes can be accomplished using the 7 Quality Control (QC) tools” and explore…
Abstract
Purpose
The main purpose of this study is to investigate Ishikawa’s statement that “95% of problems in processes can be accomplished using the 7 Quality Control (QC) tools” and explore its validity within the health-care sector. The study will analyze the usage of the 7 QC tools in the health-care service sector and the benefits, challenges and critical success factors (CSFs) for the application of the 7 QC tools in this sector.
Design/methodology/approach
In order to evaluate Ishikawa’s statement and how valid his statement is for the health-care sector, an online survey instrument was developed, and data collection was performed utilizing a stratified random sampling strategy. The main strata/clusters were formed by health-care professionals working in all aspects of health-care organizations and functions. A total of 168 participants from European health-care facilities responded to the survey.
Findings
The main finding of this study is that 62% of respondents were trained in the 7 QC tools. Only 3% of participants in the health-care sector perceived that the seven tools of QC can solve above 90% of quality problems as originally claimed by Dr Ishikawa. Another relevant finding presented in this paper is that Histograms, Cause and Effect diagrams and check sheets are the most used tools in the health-care sector. The least used tools are Stratification and Scatter diagrams. This paper also revealed that the 7 QC tools proposed by Dr Ishikawa were most used in hospital wards and in administration functions. This work also presents a list of CSFs required for the proper application of the 7 QC tools in healthcare.
Research limitations/implications
This research was carried out in European health-care facilities – and there is an opportunity to expand the study across global health-care facilities. There is also an opportunity to study the use of the tools and their impact on hospital performance using the Action Research methodology in a health-care organization.
Originality/value
To the best of the authors’ knowledge, this is the very first research within the health-care sector that focused on investigating the usage of all the 7 basic tools and challenging Dr Ishikawa’s statement: “95% of problems in processes can be accomplished using the 7 Quality Control (QC) tools” from his book “What is Quality Control?” The results of this study represent an important first step toward a full understanding of the applicability of these tools in the health-care sector.
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Studies two Northern Ireland manufacturing companies, Shirtco and Carpetco, to generate some quantitative data concerning possible attitudinal and behavioural outcomes of quality…
Abstract
Studies two Northern Ireland manufacturing companies, Shirtco and Carpetco, to generate some quantitative data concerning possible attitudinal and behavioural outcomes of quality circle (QC) participation. Attention focused on three variables: (1) the attitudes of QC participants and those of comparable non‐participants to the work situation; (2) the quantity and quality of output achieved by QC participants and by comparable non‐participants; and (3) the short‐term absence rates of QC participants and comparable non‐participants. An attempt also was made to measure participants′ attitudes to the QC programmes. The findings at Carpetco were not encouraging, as attitudes towards QC participation were ambivalent, and there was little statistically significant evidence of QC participation producing a positive influence on attitudes or on the quantity and quality of output. Nor was there any evidence of the QC programme having generated significant cost‐savings. However, QC participation may have reduced the tendency to take casual days off work. The situation at Shirtco was rather different, as in one of the three work sections studied, QC participation may have had a positive influence on attitudes, quantity of output and amount of time spent on productive work, but not on attendance. The position regarding the other two work sections studied at Shirtco was much more equivocal. There was no evidence of any significant cost‐savings having emanated from the QC programme at Shirtco. Concludes that unless a QC initiative is accompanied by other changes in the general work situation, it will almost certainly produce marginal benefits at best. Quality circles are probably used to best effect when they comprise part of a wider initiative such as total quality management (TQM). Perhaps it is as a means of helping to put aspects of TQM into effect that the real value of QCs will be demonstrated.
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J.A.A. Sillince, G.M.H. Sykes and Deol P. Singh
One problem in studying quality circles (QCs) is the shortage of objective measures of success. Another is the fact that many previous studies have been longitudinal but based on…
Abstract
One problem in studying quality circles (QCs) is the shortage of objective measures of success. Another is the fact that many previous studies have been longitudinal but based on only one site. Presents results of a large sample of over 5,000 QCs which capture some longitudinal aspects of quality circle development and relate them to several objective and subjective measures of success. Contrary to previous small, longitudinal studies which have been reported in the literature, this study found no evidence at the level of organizational QC programmes to support the role of top and middle management in QC success, except for the need for management representation on steering committees. Data suggest that organizations with TQM have more successful QC programmes and (weakly) that older QC programmes are more successful.
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Vahid Hajipour, Hamidreza Amouzegar and Sajjad Jalali
Enterprise resource planning (ERP) offers a streamlined system architecture to feed businesses with beneficial information in the current intense global competition. The primary…
Abstract
Purpose
Enterprise resource planning (ERP) offers a streamlined system architecture to feed businesses with beneficial information in the current intense global competition. The primary concern of ERP is how to integrate different functional units to facilitate a unified flow of information. This paper aims at providing a non-trivial practice of integrating the quality control (QC) system into the core ERP processes of a real large-scaled case study.
Design/methodology/approach
To satisfy the purpose of the current study, a large-scale steel making holding, inclusive of 27 business units being dispersed over a wide area, has been targeted. In our research methodology, a sample of four business units is selected as the pilot cases to be investigated at first. The output results of such investigations are further extended to the other units. In light of the investigation, the existing QC working conditions of the pilot cases are assessed through the As-Is model. The To-Be models are derived based on the best practices and the integration scope is then bordered.
Findings
The findings show that the integrated QC solution has enabled the following features: the smooth interconnection between QC and other functional units like purchase and manufacturing, the ease of generating real-time performance report of QC unit, the sack of tracing the quality of any available item in the system and the root-cause of defects, and the straightforwardness of the qualitative assessment of the suppliers.
Research limitations/implications
There is almost no similar practice for designing a large-sized integrated system from scratch in the target region associated with our case study while the off-the-shelf products are prohibitively expensive.
Practical implications
This paper includes implications for providing a standard practice on integrating a substantial module of ERP down to the smallest detail.
Originality/value
The value of the current paper is associated with fulfilling a critical research gap in the context of studying the QC integration into an enterprise solution. In fact, despite the importance of the QC module and its plethora of interconnection with other functional units, the literature review shows a centric lack of considering such integration in a real case study, particularly the large-scale one. Further, this paper works as a valuable study in the literature owing to not only focusing on the design and development of an integrated QC solution but also considering the deployment facet of such a practice.
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Quality circles (QCs) remain viable and continue to operate effectively. This paper traces the QC journey of the Singapore Housing Development Board, providing a historical…
Abstract
Quality circles (QCs) remain viable and continue to operate effectively. This paper traces the QC journey of the Singapore Housing Development Board, providing a historical perspective to the development of a QC for a large Asian state‐owned organisation. The inductive case study method is applied. Key implementation barriers and critical success factors are identified. The barriers include reluctance to change on the part of employees, initial lack of identification with the QC movement, and organisational size. The critical success factors include active CEO support, continuous publicity for the movement to create awareness and acceptance, conducive organisational culture, and appropriate reward and incentive schemes. A short illustrative QC project is also included for completeness. Overall, this paper issues a call for management to re‐examine the use of QCs as a potential strategy and to integrate QCs with other team type initiatives for continuous improvement.
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Jiju Antony, Olivia McDermott, Michael Sony, Marcelo Machado Fernandes and Renan Vilella Cardoso Ribeiro
The main purpose of this study is to revisit Dr. Ishikawa's statement: “95% of problems in processes can be accomplished using the seven quality control (QC) tools” from his book…
Abstract
Purpose
The main purpose of this study is to revisit Dr. Ishikawa's statement: “95% of problems in processes can be accomplished using the seven quality control (QC) tools” from his book “What is Quality Control?”. The authors are interested in critically investigating if this statement is still valid nowadays. It involves the analysis of the usage of the seven QC tools in the manufacturing and service sectors and the benefits, challenges and critical success factors (CSFs) for the application of the seven QC tools.
Design/methodology/approach
In order to evaluate Kaoru Ishikawa's statement and how valid his statement is for manufacturing and service industries nowadays, an online survey instrument was developed, and data collection was performed utilising a stratified random sampling strategy. The main strata/clusters were formed by senior quality professionals working in operational excellence, quality consultants, quality directors, quality engineers, quality managers and quality supervisors working in both manufacturing and service sectors from South American companies. A total of 97 participants from different countries in South America responded to the survey.
Findings
The main finding of this study is that only about 20% of respondents felt that the original seven basic tools of QC can solve above 80% of quality related problems in their businesses. This is quite different from the findings reported by Dr Ishikawa in his work in between 1970 and 1980s. Another relevant finding presented in this paper is that Pareto analysis, histograms and cause and effect analysis are the most used tools in both manufacturing and service sectors. This paper also revealed that the seven QC tools proposed by Dr. Ishikawa were least used by human resources (HR), information technology (IT) and finance functions. This work presents a list of critical success factors required for the proper application of the seven QC tools.
Research limitations/implications
All data collected in the pilot survey came from professionals working for South American companies. So, this paper does present limitations in terms of generalisation of the results. Also, data were collected at an individual level, so parameters such as the inter reliability of judgements on a particular survey item could not be evaluated. It is important to highlight that n = 97 is a low sample size, enough for a preliminary survey but reinforcing the limitation in terms of generalisation of the results.
Originality/value
Authors understand that this is the very first research focused on challenging Dr. Ishikawa's statement: “95% of problems in processes can be accomplished using the seven quality control (QC) tools” from his book “What is Quality Control?”. The results of this study represent an important first step towards a full understanding of the applicability of these tools in manufacturing and service industries in a global scale.
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