Pay-off selection criteria for quality and improvement initiatives
ABSTRACT Purpose – The variety of possible quality management (QM) and continuous improvement (CI) initiatives and their various possible permutations can make it difficult for a company to choose the best approach for their requirements. This paper aims to address the selection issue by presenting a method to compare popular QM and CI initiatives from the perspective of the pay-offs, or expected benefits, to an organisation which successfully adopts the approach. Design/methodology/approach – The relevant QM and CI literature was analysed, examining key initiatives and their reported pay-offs to the organisation. A matrix diagram approach is introduced which presents the extent and credibility of arguments advanced for these initiatives, in seven categories of pay-off. A system of assessment is proposed, which quantifies the extent and weight of empirical evidence and estimates the strength of the claim for each pay-off. Findings – The pay-off matrix summarises the claims in each of the pay-off categories, assesses their credibility, and displays the similarities and differences for six key initiatives: total quality management, six sigma, ISO 9000, business process reengineering, lean and business excellence. Graphical pay-off profiles are presented. Significant differences between the claimed pay-offs for these initiatives are identified, analysed and discussed. Research limitations/implications – The proposed matrix and assessment system attempts to support a comprehensive and rational approach to assess the pay-offs of QM and CI initiatives. As with any analysis of literature, there is inevitably an element of selection, but this approach consciously attempts to avoid omission and promote objectivity. The analysis is based on articles published between 1990 and 2005. Hence, new research and additional evidence may change the weight and credibility of claims. Originality/value – This paper suggests a way in which evidence from the literature might be most effectively used by managers for decision support in the choice of quality and improvement initiatives. A similar approach might also be used for other areas, where businesses face choices and a considerable body of evidence exists to assist the decision-making process.
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ABSTRACT: Purpose – The maquiladora industry is a manufacturing system that utilizes the Mexican workforce and foreign investment and technology on the border region between the USA and Mexico. This study seeks to explore managerial support and employee involvement as well as quality processes (internal enablers) and supplier selection criteria (external factors) in the maquiladora industry with respect to ISO 9000 certification. Design/methodology/approach – The enablers of ISO certification were studied through a survey instrument and extensive field interviews with experts of maquiladora plants in El Paso, Texas and Juarez, Mexico. Based on a 78 percent response rate (171 usable questionnaires) and 11 in-depth interviews of quality experts in eight industries, statistical analyses including reliability and validity analyses, factor analyses, tests of hypothesis, and ANOVA were performed. Findings – The four hypotheses developed were verified. Based on the analyses, ISO-certified companies exemplified better and longer-term relationships with main/core suppliers, greater top managerial support and employee involvement and communication, and more effective quality processes than those of non ISO-certified companies. Practical implications – The results of the study could assist maquiladoras to improve their internal and external enablers in order to have a better chance of achieving ISO certification. Likewise, the headquarters of the maquiladoras could benefit from the identification and recognition of these internal and external enablers. Originality/value – The quality of products manufactured in maquiladoras should be congruent with the parts and products produced in their headquarters. The paper addresses the role and importance of ISO certification for both maquiladoras and their headquarters. The headquarters could provide the necessary support and resources for achievement or ISO certification in maquiladoras.International Journal of Quality & Reliability Management 01/2010; 27(9):981-1001.
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ABSTRACT: There is a myriad of improvement initiatives that can be used to continually improve an organisation's performance. `Improvement initiatives' refers herein to approaches, systems, tools and/or techniques and include, for example: Six Sigma, Lean, Business Process Reengineering, ISO9001, Balanced Scorecard or benchmarking. Unfortunately, there is a relatively lack of advice or guidance available to organisations on how to select the most appropriate improvement initiative for a given context or situation. This paper discusses key issues relating to the selection of appropriate improvement initiatives within organisations, and proposes an initial guidance model that is designed to assist organisations in selecting suitable improvement initiatives. The proposed model focuses on the steps to select a suitable initiative, which provides a structured process towards making a rational decision. This model was developed based on an extensive literature review and several semi-structured interviews. The interviews were conducted in New Zealand and Malaysia involving: (1) Directors and Senior Managers from the quality or business excellence (BE) areas of organisations that have won a national Quality or BE Award; (2) Chief Executive Officers and Executives from national custodians of Quality / BE award; and (3) Consultants specialising in quality management and BE.Computers and Industrial Engineering (CIE), 2010 40th International Conference on; 08/2010
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ABSTRACT: The implementation and improvement of quality management systems conducted according to ISO 9001:2008 standards should bring benefits to any organization. On the basis of research conducted in 753 Polish companies, this publication presents results of analysis concerning the assessment of importance of benefits being a consequence of quality management system. The studies concerning the significance of benefits being a consequence of quality management systems in Polish companies allow claiming that financial benefits and markets ones are the most important for the management team whereas the organizational benefits are of less importance. It leads to neglecting ‘soft’ factors of quality management which are significant in TQM concept and drawing to much attention to so called hard factors- especially financial ones.Quality and Quantity 01/2013; · 0.76 Impact Factor