Search results

The purpose of this paper is to compare the implementation of short‐run (i.e., small lot‐size) statistical process control (SPC) techniques for manufacturing between the U.S. and Japan. Using U.S. and Japanese questionnaires, this research focuses on the use of several manufacturing management elements such as setup time, stability of process, and quality improvement. These elements are compared in terms of their respective countries’ short‐run SPC techniques implementation. Barriers to the implementation of short‐run SPC techniques are also examined. In addition, this research identifies current process control techniques used to support short‐run SPC in both countries. Results show how the significantly different short‐run SPC techniques are utilized in the U.S. and Japan.

The purpose of this paper is to compare implementation of short‐run (i.e., small lot‐size) statistical process control (SPC) techniques in just‐in‐time (JIT) manufacturing environments. Using U.S. and Japanese questionnaires, this research focuses on the use of several manufacturing elements such as setup time, stability of process and quality improvement. Barriers to the implementation of short‐run SPC techniques are also examined. Results show significant difference in the way some short‐run SPC techniques are utilized by JIT and non‐JIT manufacturers.

Describes the implementation, over a two‐year period, of total quality management (TQM) in a design and manufacturing organization managed by traditional methods. Demonstrates the importance of ensuring that the statements made and signals given by a quality improvement team must be correctly understood by the workforce. Warns against allowing pressing business needs to divert the organization away from its quality improvement priority. Stresses that TQM will work only if top management demonstrates its commitment by actions and not just by words.

The field of quality has undergone significant changes as reflected by changes in its definition, paradigms, approaches, techniques, and scope of application. This paper reviews emerging trends and issues focusing on quality engineering. Changes in customer expectation have driven the changes in the technology of design and manufacturing, which is becoming more important in satisfying individual customer expectations. This also calls for special attention to the engineering aspects of quality. Brief reviews on recent advances in the prominent quality tools such as statistical process control, quality function deployment, and design of experiment are reported. General trends in quality engineering research show the tools are being enhanced, integrated, computerized and broaden their application bases, where possible opportunities for further investigation are indicated. Among others these include contributions in multiple‐response optimization, intelligent quality systems, multivariate SPC, and practical and simple guidelines for actual implementation of various tools.

Proposes the use of a β, or difference‐from‐nominal, control chart for short‐run industrial processes providing certain conditions are met. While some manufacturers have used delta charts in the past, only recently have delta charts been discussed in the literature –and then under a variety of different names. This has led to a situation where β charts have been inappropriately applied because the conditions for their use were not clearly understood. Explains the β control chart and the conditions appropriate for its use. In addition, presents a case study of the use of the β chart in a short‐run manufacturing process.

There is no doubt that quality has become a major feature in the survival plan of many organisations today. Statistical process control (SPC) is a powerful technique for monitoring, managing, analysing and improving the process performance through the use of statistical methods. In this paper, the implementation of SPC is examined and analysed, based on a survey of 33 manufacturing small and medium enterprises (SMEs). The results presented here are focused on 12 critical success factors (CSFs) identified from the literature. The results of the analysis have shown that the critical success factors, in order of importance, are: management commitment, process prioritisation, control charting, teamwork, measurement system evaluation and so on. Moreover, this research has revealed that the least important factor is the use of pilot study in SMEs.

States that, in literature, hardly any practical methods, including both methodological and organizational aspects of implementing statistical process control (SPC), are described. Presents a method including both aspects. The methodological part consists of a ten‐step method used by multi‐disciplinary teams. The organizational part includes four phases and an organization structure to implement SPC. The method was applied successfully in various organizations. Discusses the experiences and underlying goals of the framework to enhance its applicability in various situations. Finally, attention is given to the use of SPC to set the stage for total quality management.

Quality management (QM) cannot be assured unless some objective assessments are undertaken. A number of tools and techniques are available to conduct such analysis. Although some of them are product or service specific, however, a few basic tools and techniques are commonly used in manufacturing firms. This study focuses on the state of application of QM tools and techniques in small and medium industries (SMIs). The findings reveal that by‐and‐large, lack of methodical analysis is a major weakness of SMIs. Still some rule‐of‐thumb and subjective observations are dominating over objective evaluation in the process of quality control decisions. A few case studies which have been conducted, and one that has been briefly reported here, also support this conclusion. The methodology of the study has three folds: literature review, survey in SMIs and case studies.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

The paper aims to identify causality amongst small and medium enterprises' (SMEs') performance indicators, propose an integrated index of business performance and quality practices and investigate the effect of quality management system (QMS) on business performance.

This study proposes a two-stage approach. In the first stage, the authors gathered responses with a questionnaire on variables affecting business performance and identified dimensions using exploratory and confirmatory factor analyses. Path analysis was carried out to identify causality between the dimensions. In the next stage, the validation of stage 1 findings was carried out to substantiate the proposition that QMS affects performance. Questionnaire survey and in-depth interviews were conducted during the second stage. The analysis was done following the case study protocol – within- and cross-case analysis and validated with supportive and conflicting literature.

The results show that the employee – dimension is crucial to process effectiveness, customer satisfaction and finances. Customer satisfaction results from employee satisfaction and processes. QMS impacts processes and employee performance, thus establishes the causality between business performance factors and QMS. QMS impacts finances in the short run but yields long-term benefits and is dependent on two factors – degree of knowledge of quality practices and its application in business.

This study reveals the performance dimensions of SMEs, their causality and the impact of QMS on performance. It suggests a shift from traditional approaches, correcting defects using statistical quality control approaches, to a sustainable growth path – a long-term approach. This study puts forward two associated indices – the business performance and the knowledge of quality practices and its application index.