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Article
Publication date: 26 November 2018

Arvinder P.S. Loomba and Rex Karsten

The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature…

1076

Abstract

Purpose

The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature to propose a model of self-efficacy’s role in affecting implementation success of quality improvement programmes in organisations.

Design/methodology/approach

A review of scholarly articles on the topics of self-efficacy and quality initiatives brings to light self-efficacy’s role in successful quality programme implementation. When considered in the context of organisation barriers, it can lead to organisational success.

Findings

It is determined that quality training programmes play an important role in affecting existing efficacies and leading to “quality self-efficacy” in employees. The proposed model and related propositions suggest that right approaches of implementing quality training among certain types of employees and/or organisations can promote teamwork to achieve performance success.

Research limitations/implications

Moving forward, the proposed model should be empirically tested to improve our understanding of quality self-efficacy construct and its role in aiding organisational success. Furthermore, it would offer guidelines for the implementation of quality programmes in the most optimal way.

Practical implications

In applying theories on self-efficacy, motivation, empowerment, and quality training, the authors posit that existing efficacy and quality self-efficacy are crucial for quality implementation efforts to overcome organisational barriers and lead to effective teamwork and performance success.

Social implications

The authors postulate that deciding factors for organisational success originate from employees themselves as existing efficacies. Even though employees can foster quality self-efficacy through the implementation of quality improvement initiatives, existing self-efficacy, and organisation barriers will be moderating forces on eventual effectiveness of quality self-efficacy, teamwork, and organisational performance.

Originality/value

The model and related propositions, linking self- and collective efficacies to quality training, teamwork, and quality performance, offered in this paper will prove useful for organisational decision-makers in selecting quality programmes for implementation in organisation to achieve performance success.

Details

Industrial and Commercial Training, vol. 51 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 February 1983

Richard J. Schonberger

Quality control circles, a Japanese management technique for improving quality, productivity, and worker morale, have been widely adopted in western industry. The apparent hope is…

Abstract

Quality control circles, a Japanese management technique for improving quality, productivity, and worker morale, have been widely adopted in western industry. The apparent hope is that the circles are a key to competing with the Japanese. In this article QC circles are shown to resemble, and potentially overlap with, six other western work improvement programmes, most of which have had successful histories. Case observations offer limited evidence that plant configuration considerations should be foremost among the factors emphasised in an industrial work improvement programme and that western industry should not expect too much from quality control circles.

Details

International Journal of Operations & Production Management, vol. 3 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 5 June 2007

L. Michele Issel and Kusuma M. Narasimha

The purpose of this paper is to identify ways for organizationally complex, community‐based health improvement initiatives to avoid “failures” with regard to client outcomes.

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Abstract

Purpose

The purpose of this paper is to identify ways for organizationally complex, community‐based health improvement initiatives to avoid “failures” with regard to client outcomes.

Design/methodology/approach

Organizational research on errors, failures and high reliability organizations led Weick and Sutcliffe to articulate five strategies for organizational mindfulness: preoccupation with failure, reluctance to simplify, sensitivity to operations, commitment to resilience, and deference to expertise. Using this framework, one US federally funded health initiative to reduce infant mortality and pre‐term birth and a corresponding locally implemented program are analyzed. Experience with both over a five year period is the basis for this case study.

Findings

Mindlessness actions were found to occur at both the federal and local levels, despite the possibility of enacting mindfulness strategies at federal and local levels.

Practice implications

To create health care initiatives and programs in ways that prevent disastrous outcomes, such as infant death and preterm births, can be achieved through application of the mindfulness strategies.

Originality/value

The evidence‐based approach of organizational mindfulness previously has not been applied to health programs. Yet, this analysis demonstrates its usefulness in identifying ways in which these semi‐autonomous organizations could avoid “failures” for their program clients.

Details

Journal of Health Organization and Management, vol. 21 no. 2
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 August 1998

Gianluca Spina

This paper is aimed at overcoming the contrast between the paradigmatic views and the strategic approaches to manufacturing. It challenges the idea that the paradigmatic…

1189

Abstract

This paper is aimed at overcoming the contrast between the paradigmatic views and the strategic approaches to manufacturing. It challenges the idea that the paradigmatic perspective actually narrows the strategic space for manufacturers to build their own competitive advantages, because it drives them to conform to emerging best practice. The empirical evidence is drawn from a global sample of 79 production units in the engineering industry that revealed consistent orientation to the strategically flexible production, an emerging manufacturing paradigm characterised by three generic principles to organise and manage production systems, namely: multi‐focusedness and strategic flexibility; integration of business processes across functions and firms’ boundaries; and process ownership, i.e. delegation, involvement and harnessing of intellectual capabilities of the workers. The purpose of the article is twofold: first, to verify the existence of different manufacturing strategies within strategically flexible production, in terms of improvement goals and innovative programs; and, second, to build an empirically‐based taxonomy of such strategies.

Details

International Journal of Operations & Production Management, vol. 18 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 7 March 2008

Juan A. Marin‐Garcia, Manuela Pardo del Val and Tomás Bonavía Martín

The purpose of this paper is to show a real experience of how a scheme of continuous improvement has been gradually transformed, from a very unsuccessful start, passing through…

1669

Abstract

Purpose

The purpose of this paper is to show a real experience of how a scheme of continuous improvement has been gradually transformed, from a very unsuccessful start, passing through different phases and finally delivering results for the firm.

Design/methodology/approach

The authors analyse the evolution of the formal programs of continuous improvement of a firm in a traditional sector (food). The data for the research were gathered by means of participatory observation over the course of 18 months spent in the firm attending the meetings of the improvement teams.

Findings

Both programs (individual and group) have proved to be very profitable for the company. However, there is no magic formula for the correct operation of the system of continuous improvement. The existing system has to be continually improved, correcting faults and trying always to contribute something new to re‐launch the system regularly.

Practical implications

This study has also permitted the authors to highlight the importance of continuous improvement in the firm from both the economic point of view and that of worker development.

Originality/value

The investigation aims to help to cover the lack of longitudinal case studies of continuous improvement.

Details

Team Performance Management: An International Journal, vol. 14 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 March 1985

P.K. Doran

In 1980 IBM's manufacturing facility at Havant, embarked upon an ambitious and fundamental programme to establish a new cultural attitude to quality across the whole workforce, at…

Abstract

In 1980 IBM's manufacturing facility at Havant, embarked upon an ambitious and fundamental programme to establish a new cultural attitude to quality across the whole workforce, at the same time introducing techniques, processes and management systems to facilitate the change. The programme, called EXCEL, has now been running for over four years and the results are dramatic. The workforce are demonstrably committed to 100 per cent defect‐free operations. The suppliers of parts and assemblies are achieving quality levels in excess of 99 per cent defect‐free, and the quality and reliability of Havant‐produced computers and peripheral equipment in customers' offices has improved by a factor of five times over the past three years. Most important of all, the performance of the Havant factory appears to be matching that of its Japanese counterparts — clearly, if it can be done in Havant it can be done in the rest of Western industry. The article describes how the programme was set up and managed, the major results, and the elements considered to be key to its success.

Details

International Journal of Quality & Reliability Management, vol. 2 no. 3
Type: Research Article
ISSN: 0265-671X

Article
Publication date: 6 July 2010

Bo Edvardsson, Anders Gustafsson and Lars‐Uno Roos

The paper aims primarily to describe and analyze how the strategic and operational relationship with independent dealers has been improved and controlled. The paper also aims to…

Abstract

Purpose

The paper aims primarily to describe and analyze how the strategic and operational relationship with independent dealers has been improved and controlled. The paper also aims to describe and analyze the improvement program that the dealerships have designed, adopted and implemented, and the improvements that have resulted from them.

Design/methodology/approach

The paper used an explorative, qualitative research approach using in‐depth interviews. In order to achieve a prior understanding of Volvo Trucks North America's (VTNA) quality improvements at the dealerships, three in‐depth interviews were conducted with dealers in the USA. One interview was held with a business manager responsible for five dealerships in the Chicago area, and another with the person in charge of the quality improvement program at the corporate level.

Findings

The key to success lies in the strategic and systematic implementation of the tools and programs with which VTNA has provided its dealerships. The following six factors were identified as key issues in VTNA's improvement program: customer focus, product quality, service experience, employees, information and communication technology, and customer satisfaction.

Originality/value

This paper illustrates how a large company such as Volvo is able to positively influence a large number of smaller companies using a small number of policies.

Details

International Journal of Quality and Service Sciences, vol. 2 no. 2
Type: Research Article
ISSN: 1756-669X

Keywords

Article
Publication date: 1 June 2005

Cathy Balding

To strengthen the middle manager role in a hospital quality improvement (QI) program, with a view to increasing and sustaining organisational QI implementation.

2091

Abstract

Purpose

To strengthen the middle manager role in a hospital quality improvement (QI) program, with a view to increasing and sustaining organisational QI implementation.

Design/methodology/approach

Case study based action research project, combining pre‐ and post‐action quantitative and qualitative data collection, relating to a QI program intervention in an Australian metropolitan specialist teaching hospital. A model for enhancing the middle manager role in QI was developed and then implemented as the action over a 12‐month period.

Findings

Middle manager understanding and ownership of the QI program and organisational QI implementation significantly increased, although their perceived enjoyment of being involved in QI decreased.

Research limitations/implications

This case‐study based action research project was limited to one organisation of a specific type – a large specialist metropolitan teaching hospital. The composition of the middle manager group, therefore, is necessarily limited to particular specialties. It is acknowledged that findings from case study and action research methodologies are limited in their generalisability, but assist in the development of knowledge and principles that can be adapted to different settings.

Practical implications

This QI implementation model can increase levels of organisational QI implementation by effecting a positive change in middle manager attitude to and involvement in QI.

Originality/value

There are many theories regarding the importance of the middle manager role in QI, but little empirical research into exactly what this role may be and how it may be strengthened. This research adds to the knowledge base, and provides clear steps for achieving increased staff involvement and QI implementation.

Details

International Journal of Health Care Quality Assurance, vol. 18 no. 4
Type: Research Article
ISSN: 0952-6862

Keywords

Article
Publication date: 6 February 2009

Linda C. Angell and Lawrence M. Corbett

The purpose of this paper is to study the progression of business excellence (BX) in 13 repeat applicants for the New Zealand Business Excellence award over the period 1993‐2007.

1367

Abstract

Purpose

The purpose of this paper is to study the progression of business excellence (BX) in 13 repeat applicants for the New Zealand Business Excellence award over the period 1993‐2007.

Design/methodology/approach

A multiple case approach analyses quantitative scoring data along with qualitative interview and secondary data.

Findings

Formal, external assessments play a critical role in promoting continuous improvement toward BX. However, effective responses to feedback differ for enabler processes vs results. Achieving improved results requires a fundamental review of measurement approaches, as well as better alignment of performance measures to overall activities. Successful paths to continuous improvement vary depending on the starting point for this journey. Organisations starting with a relatively strong position can use external feedback to target improvement efforts for maximum benefit. Organisations starting at a more basic level of performance need to generalise improvement efforts across their full range of business activities. The research also identified the existence of hurdles along the road to BX.

Research limitations/implications

The New Zealand Business Excellence Foundation, which administers the award scheme in New Zealand (NZ) had adopted the US Baldrige criteria as a whole, and no work has yet been done to validate the criteria for NZ conditions. This paper uses changes in scores between applications as a measure of progress to BX, so there is the possibility of applicants “gaming” the system (e.g. one research participant admitted they gained a large one‐off scoring improvement largely on the basis of writing a better application). Future research could extend this work by: studying the performance over time of a control group using Baldrige‐type criteria for internal assessment only; comparing one‐time applicants with repeat applicants; and studying the extent to which Baldrige criteria are appropriate within other national contexts such as NZ.

Practical implications

This research provides insight and advice into what works and what does not in implementing the Baldrige BX criteria.

Originality/value

This paper analyses a unique data source and contributes to the literature on drivers and barriers to continuous improvement, a key literature within operations management.

Details

International Journal of Operations & Production Management, vol. 29 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 27 November 2023

Paula H. Jensen, Jennifer Cross and Diego A. Polanco-Lahoz

Lean is a continuous improvement methodology that has succeeded in eliminating waste in a variety of industries. Yet, there is a need for more research on Lean implementation in…

Abstract

Purpose

Lean is a continuous improvement methodology that has succeeded in eliminating waste in a variety of industries. Yet, there is a need for more research on Lean implementation in several under-studied contexts, including crisis situations such as those created by the recent COVID-19 pandemic. This research investigates how Lean programs were impacted by COVID-19, while previous research has primarily explored how Lean was used to solve problems created by the pandemic.

Design/methodology/approach

A mixed-method research approach was used to analyze employee feedback on how COVID-19 impacted the Lean programs using data from various levels of four energy-based utilities in the United States. First, an online questionnaire collected qualitative and quantitative data from a broad sample of participants. Then, a follow-up semi-structured interview allowed the elaboration of perceptions related to the research question using a smaller sample of participants.

Findings

Out of the 194 responses from the four companies, only 41% of the respondents at least somewhat agreed that COVID-19 impacted the Lean program at their company; of the remaining 59%, 35% indicated they were neutral, while 24% disagreed. The themes from the qualitative portion indicated that, while employees believed their companies had successfully found a new way to do Lean within the constraints of not always being in person, the collaboration and engagement were more challenging to sustain, and COVID-19 also otherwise made it more difficult to implement Lean. Meanwhile, some believed there was no impact on the Lean program.

Originality/value

The COVID-19 and Lean peer-reviewed literature published from 2020 to September 2023 focused primarily on using Lean to address problems created by the COVID-19 pandemic vs studying the pandemic's impact on Lean programs. This research partially fills this literature gap in understanding the impact COVID-19 had on Lean initiatives.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

21 – 30 of over 114000