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: Despite the widespread adoption of business process re-engineering (BPR), it has in many cases repeatedly failed to deliver its promised results. The lack of integrated implementation approach to exploiting BPR is seen as one of the important reasons amongst others, behind BPR failures. Yet, a relative void in the literature remains the scarcity of suitable models and frameworks that address the implementation issues surrounding BPR. This motivates the presented study to attempt to provide a “frame of reference” with which current practices can be re-positioned. A survey was therefore designed to collect data from a sample of organizations in the USA and Europe. The survey assesses the level of importance placed on the essential elements of integrated BPR implementation. In doing so, the study was also able to identify the level of maturity of BPR concepts within organisations. Empirical findings are then discussed in the context of other studies.Business Process Management Journal 11/2001; 7(5):437-455.
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ABSTRACT: Six Sigma is a business strategy and a systematic methodology, use of which leads to breakthrough in profitability through quantum gains in product/service quality, customer satisfaction and productivity. The concept of implementing Six Sigma processes was pioneered at Motorola in the 1980s and the objective was to reduce the number of defects to as low as 3.4 parts per million opportunities. For the effective implementation of Six Sigma projects in organisations, one must understand the critical success factors that will make the application successful. This paper presents the key ingredients, which are essential for Six Sigma implementation. These ingredients are generated from a pilot survey conducted in the UK manufacturing and service organisations.Measuring Business Excellence 11/2002; 6(4):20-27.