Article

EXPLODING THE MYTH: DO ALL QUALITY MANAGEMENT PRACTICES CONTRIBUTE TO SUPERIOR QUALITY PERFORMANCE?

Production and Operations Management (Impact Factor: 1.76). 01/2009; 8(1):1 - 27. DOI: 10.1111/j.1937-5956.1999.tb00058.x

ABSTRACT In his landmark article on total quality management, Powell (1995) lamented the lack of large scale studies investigating quality management practices and performance. This study begins to fill that void using a large, random sample of manufacturing sites. The results show that quality practices can be categorized into nine dimensions. However, not all of them contribute to superior quality outcomes. “Employee commitment,” “shared vision,” and “customer focus” combine to yield a positive correlation with quality outcomes. Conversely, other “hard” quality practices, such as “benchmarking,” “cellular work teams,” “advanced manufacturing technologies,” and “close supplier relations” do not contribute to superior quality outcomes.

6 Followers
 · 
324 Views
  • The Production and Operations Management Society 2002 Conference, San Francisco (USA); 01/2002
  • [Show abstract] [Hide abstract]
    ABSTRACT: Purpose The purpose of this study is to identify possible correlations between the stated ‘enablers’ and ‘results’ in excellence models, and to explain how different variables contribute to the ‘enablers’ and ‘results’. A cross-case study of two different excellence models, the Common Assessment Framework (CAF) in Italy and the Swedish Institute for Quality’s (SIQ) model for performance excellence, is proposed. Design/methodology/approach The study is based on the evaluation of assessment reports of public organizations across two countries, Italy and Sweden. Canonical correlation was used for data analysis. Two hypotheses were formulated: 1)There is a correlation between ‘enablers’ and ‘results’ in the CAF model, and 2)There is a correlation between ‘enablers’ and ‘results’ in the SIQ Model. Findings The results show that the hypotheses are supported. It turned out that the correlation is higher for the SIQ model than for the CAF model. For the CAF model, ‘Strategy and Planning’ is the main contributor to the ‘enablers’ and for the SIQ model, ‘Human Resource Development’ is the main contributor. For the ‘results’ set, similar criteria provide the strongest contributor for both models; these are ‘Customer/citizen-oriented Results’ for the CAF and ‘Customer Satisfaction’ for the SIQ. Originality/value The paper contributes with knowledge gained from a cross-case analysis of two different excellence models applied in public sector organizations, the CAF in Italy and the SIQ model for performance excellence in Sweden. The paper also contributes to an ongoing discussion of a need of excellence models being adapted specifically for the public sector; from this study no support for such a sector specific model is shown.
    International Journal of Quality and Service Sciences 03/2015; 1(7).
  • 03/2014; 38(4):399-409. DOI:10.1177/0258042X13513136