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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.

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.

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.

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.

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.

This paper describes the use and application of a structured approach to the basic implementation of quality management tools and techniques such as the QC7 tools.

A methodology based around the application of a structured approach to the use of basic quality management tools is adopted, and provides a simple yet powerful means by which the steps of problem solving can be sequentially linked together.

Everyday process examples are used to highlight the benefits of such tools and techniques in contributing to a greater understanding of the process by the process operator or owner. For each example, the use of appropriate tools or techniques are examined and their application analysed. The paper then goes on to discuss the wider implications of quality management tool application within industry and business.

It is not suggested the examples detailed are thoroughly scientific in methodology but they do serve to illustrate that by applying the tools in a systematic manner, even the simplest of processes can be understood in greater detail.

The following are key for the successful implementation, use and success of applying the QC and M7 tools and techniques: in‐depth knowledge of the process; formal training in problem‐solving techniques; appropriateness of tools selected for use; and apply simple models at all levels in the organisation to aid communication and learning.

The paper concludes by arguing that the wider use of the tools, ideally by the process operatives themselves, tangibly lead to a fuller understanding of specific processes. This will ultimately impact upon their organisation.

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.

With the growth of income at the global level, the World Bank data show that there are rising levels of income disparity across countries, groups, regions and within the countries. This fact otherwise hints at the inter-country divergence in incomes, particularly between the developed and developing countries of the world. This chapter, therefore, attempts to examine the convergence or divergence in credit, GDP and HDI across the 10 selected countries for the period of 1990–2019 applying the neoclassical growth approach and the time series approach. The results of the exercise in line with the neoclassical theories on absolute convergence and sigma convergence show that the countries are unquestionably converging in GDP and HDI with mixed results in case of credit. The results of convergence in GDP and HDI in all the countries and their developed and developing counterparts provide a possible explanation as to why the cross countries’ income inequalities as well as world inequality in income and development are reducing over time. On the other hand, the results of the time series approach display that credit and HDI are converging in both absolute and conditional terms but the countries are converging in conditional terms only for GDP. Thus, the claims of the World Bank are not valid for the selected countries in the chapter, rather, they can be verified by taking other countries and groups into consideration.

Examines the application and use of statistical process control (SPC) tools to improve the quality of maintenance work. Identifies areas in maintenance where SPC tools can be used. Gives an example that demonstrates the use of these tools in an integrated fashion and outlines the data needed to utilize these tools effectively. Finally, the need for an integration of the maintenance information system (MIS) and the quality information system (QIS) is highlighted.

This study aims to develop a standardized instrument to measure open innovation and trust. The instrument is designed to examine the willingness of those involved in supply chains (SCs) to apply open innovation. It may also be used to observe the potential role of customers, competitors and suppliers in improving the performance of SCs.

This survey of the extant studies of Multinational Automobiles Assembly lines in Egypt involved a questionnaire, which was provided across all grades at the middle managerial level. This questionnaire was divided into two main sections. The first section was concerned with elements of open innovation such as innovation, shared values and shared knowledge. The second section was focused on interrelated types of organizational and extra-organizational trust.

The developed instrument was designed to access and analyze the different types of trust required for the optimal application of open innovation. Its purpose was to enhance customer satisfaction, and to help to create better internal-customer performance and the provision of innovative products. This explorative study indicated that Multinational Automobile Assembly lines in Egypt are willing to apply open innovation methods to improve their performance.

The study had a number of limitations. As the survey was conducted entirely on Multinational Automobile Assembly lines in Egypt, the applicability of the proposed scale will need to be tested further on different countries and types of industry.

There is little empirical research about implementation of open innovation. Practitioners and researchers should find value in this unique instrument tool.

Presents the results of a study into the relationship between affluence of an area and the use made of the public library services, concentrating on London boroughs and English metropolitan districts. Uses the Department of Environment Index of Local Conditions and library data to calculate correlation coefficients and regression analyses. Finds that certain variables of library data, e.g. book issues per capita, can be correlated with the affluence of the area and, therefore, could be used to create an index for assessing whether a library service is performing above or below expectation for a particular area. Suggests areas of future research.

Focuses on the Statistical Process Control (SPC) implementation phase in an effort to underline that SPC is not just control charts, and that many steps have to be accomplished before these charts are used. In addition, highlights the role of training and presents it as an ongoing process which involves everyone in the organization. These SPC implementation steps are not meant to be a checklist; they provide guidelines that can be modified in accordance with organizational‐specific requirements.

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.

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.

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.

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.

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.

In order to be competitive companies must provide customers with quality products and services in a fast, responsive manner. Innovative, customer‐driven organizations are more likely to succeed. Total quality management (TQM) is a management approach which requires innovation, employee participation, and rapid response to meet the changing needs of the customer. The establishment of the Malcolm Baldrige National Award in 1987 and Deming′s management philosophy have both contributed significantly to organizations′ awareness of the use of TQM as a key element in strategic planning for competitivemess in the current global environment. Discusses the Malcolm Baldrige Award criteria and the tools which management must employ in order to implement TQM.