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Outlines the main findings of a longitudinal study into the use and application of quality management tools and techniques in a speciality chemicals manufacturer. Finds that the use of a particular tool or technique is related to the stage of development of the organization’s improvement process and, in the early phase of the improvement process, tools and techniques were used in a haphazard manner, which improved with operating experience. Points out that those tools and techniques which were introduced in relation to a defined need were better understood and utilized than those which were applied company‐wide and without a specific use in mind at the time of the training. Highlights the fact that soundly based training delivered by credible trainers is vital to early success in the use of tools and techniques.

The purpose of this paper is to analyze the evolution of total quality management (TQM) models, frameworks, and tools and techniques in higher education (HE) over the last thirty years from 1991 till 2020, based on a literature review

30 articles from 52 journals were used to perform this detailed literature review. For the detailed analysis, the focus was only on articles related to TQM in higher education and specifically related to models, frameworks and tools and techniques. The study has investigated the growth of research articles, research streams, research methodologies, models and frameworks in the higher education sector and tools and techniques related to those.

This review addresses the progress and gaps in the application of TQM in HE, including the shift in global research in this area from the USA and Europe to Asia in recent years. The articles have been classified into four research methodologies and two research streams which have been reviewed in detail. The findings include reasons for multiple models/frameworks in HE proposed by researchers over the years and the importance of tools and techniques used in TQM implementation.

This study, which tries to bring a perspective to the main trends in TQM application to higher education wrt models, frameworks, tools and techniques over the last thirty years, is expected to add to the body of knowledge in this area and help future researchers to focus on the relevant areas identified in this paper.

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 purpose of this paper is to focus on the use of quality management tools and techniques and their integration into the ISO 9001:2008 standard in a wind power (WP) sector supply chain (SC).

The research project was carried out in 119 WP sector SC companies (i.e. component suppliers, wind turbine assemblers and wind farm operation and maintenance services) using the questionnaire method. The companies selected employ quality management systems (QMSs) which conform to the ISO 9001:2008 standard.

The survey findings reveal that the degree to which quality tools and techniques are used in the WP companies can be characterised as “high”. The results show that internal audits, flowchart diagrams and cost of poor quality are the most-commonly applied tools and techniques, although they also indicate some areas for further improvement, for instance, when using advanced and complex quality techniques such as design of experiments, quality function deployment or business process management. In addition to this, the findings reveal that ISO 9001:2008 establishes a favourable environment for the use of quality tools and techniques.

The study was based on the perceptions of quality managers, quality engineers and company managers (subjective data) and did not examine the reasons for either not implementing and/or the difficulties encountered while implementing quality tools and techniques.

The specific findings indicate that employing quality tools and techniques is useful for managers, not only when implementing a QMS, but also when suggesting recommendations for improvement.

A change of developing a framework integrating the main QT&T procedures into the main ISO 9001 processes.

Supply chain management (SCM) is explored from an operational perspective, following a threefold approach. The article introduces a set of management techniques and supporting tools that can be used to analyse and describe SCM strategies. It proposes a new normative tool and uses it to examine a large set of relevant SCM case studies pertaining to seven industries: apparel, automobile, grocery, white goods, pharmaceuticals, computers and book publishing. The article develops a new conceptual framework for SCM strategies and test it based on empirical evidence. The new schemes proposed here provide a normative tool to define and represent supply chain strategies, a contingency model to support managers in designing supply chain strategies, and some hints for further research.

The purpose of this paper is to increase the understanding of practice in information systems (IS) project management (PM) by analyzing the use of tools and techniques by IS project managers.

The authors carried out an international questionnaire-based survey with experienced IS project managers.

Results reveal that, notwithstanding the similarities between the tools and techniques used in IS projects and projects from other areas, there are also significant differences concerning those more frequently used. The top five tools and techniques most used are “kick-off meeting,” “progress meetings,” “progress reports,” “requirements analysis” and “activity list.” However, the low use of some tools and techniques, from management areas such as risk and quality management, or related to the project monitoring and control, should raise concern.

Through the results of this research, researchers, organizations and practitioners can identify ways of developing and enhancing PM by examining the tools and techniques identified as the most used and those that are not being used as frequently as expected.

It provides a useful benchmarking basis for evaluating the most applicable tools and techniques, designing training and teaching programs and identifying academic research opportunities in IS PM.

Six Sigma program is an approach currently adopted by many companies, which involves a highly disciplined and guided process, in which applications of many different tools and techniques aim at generating a cycle of continuous improvement. In this sense, a survey‐based research was conducted in a developing country from which the aim of this paper is to identify and analyse the tools and techniques used in the stages of the DMAIC.

The paper presents parts of the results of a descriptive survey conducted by a postal questionnaire answered by more than 60 Six Sigma users. Specific results of tools and techniques applied in Six Sigma are compared with those prescribed in the literature.

The results confirm the use of Six Sigma tools and techniques suggested by the literature. It also points out that Six Sigma needs to be supported by measurable and reliable data, and thus that the use of tools and techniques is indispensable to the use of the DMAIC.

This is not a probabilistic survey and, therefore, the generalisation is not feasible.

The paper may assist either academic and practitioners when teaching, researching and applying tools and techniques in Six Sigma.

This paper is one of the few published studies that report tools and techniques applied in Six Sigma programme in developing countries.

The purpose of this paper is to examine the level of use of quality management tools and techniques as well as employees' training in ISO 9001:2000 certified companies.

A research project was carried out in 370 Greek companies, using the questionnaire method. The selected companies have been implementing a quality management system in accordance with the ISO 9001:2000 standard. Independent Samples t‐tests and One‐Way ANOVA tests were used to identify significant differences between selected companies.

The level of quality tools and techniques used in the ISO 9001:2000 certified companies can be characterised as low. The majority of companies use the easiest to understand and implement quality tools. However, the more complex quality tools and techniques are barely used. As far as employees' training is concerned, it mostly addressed specialized issues, while training on quality tools and techniques was not highly performed.

The study was based on the quality manager's perceptions (subjective data) and it did not examine the reasons for not implementing and the difficulties encountered while implementing quality tools and techniques. These constitute research limitations but also future research orientations.

Given the increased rate of companies adopting a quality management system, continuous improvement through a Total Quality programme can be achieved through the implementation of quality tools and techniques.

This paper describes the implementation status of the quality tools and techniques in companies with a four‐year experience in ISO 9001:2000 standard.

Based on fieldwork carried out on two Engineering and Physical Sciences Research Council‐funded projects in the area of design, the paper presents the details of an assessment approach which has been developed to assess the use and application of quality tools and techniques in the new product design and development process. Its use will help management recognise the symptoms, root causes, issues and problems that are adversely affecting NPDD, with respect to application (or lack of it) of quality tools and techniques.

Outlines the key factors in the successful use of quality management tools and techniques in a process of continuous improvement. Examines some of the common difficulties in use and application together with tips to overcome and steer around them. Details of a health check for assessing tools and techniques is also given.