Article

What Deming Told the Japanese in 1950

Taylor & Francis on behalf of the American Society for Quality
Quality Management Journal
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Abstract

This article attempts to clarify the role played by W. Edwards Deming at the beginning of the modern Japanese quality control movement by summarizing and analyzing the actual content of the series of quality control lectures he gave in Japan during the summer of 1950. The primary source documents are the published lecture transcripts that Deming considered authentic. Analysis of the transcripts shows that Deming spent most of the eight-day lecture series discussing statistical process control. However, he opened the lectures with extended remarks that contain a core of the philosophy for which he later became famous. Yet, significant elements of what is now known as the Deming method or Deming philosophy did not appear in the lecture series. Deming included in the lectures an extended discussion of sampling inspection that revealed his ambivalence to the subject. The transcripts show that Deming introduced to the Japanese a product design cycle of Shewhart that is distinct from the management process that the Japanese later came to call the plan-do-check-act cycle.

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... Besides a complexity of multiple essences within the same construction material, another taxonomic dimension derives from the innovation of the industrial manufacturing processes and the resulting definition of multiple derived materials and products [22][23][24][25]-such as the engineered or the recycled wood-defined to overcome most of the limitations of traditional solid wood: bound dimensions, defects, sensitivity to biologic attacks, anisotropic mechanical behavior, and waste management. ...
... The processing of logs into sawn timber, whose elements present different sections to optimize the use of wood and minimize wasting. Source Author's elaboration from [26] From the '70s, indeed, the introduction of the finger-joints [22] realized through CNC-based machines [24] has given the possibility to work with different sizes of timber sections derived from the parceling of the trunk (Fig. 2.3), by connecting them to recreate bigger and/or stratified elements. ...
... Furthermore, the use of finger-joints together with the lamination and gluing processes has led to the production of glue-laminated timber elements, winning the challenge of building big-spans structures with wood-based products, still unfeasible with traditional solid wood beams. Moreover, by curving the laminates before the layering and gluing processes, almost all the geometrical boundaries of wood have been removed and the material has gained the possibility to be applied for the shapes of contemporary architectures, previously reserved only to concrete (by forms pouring) or steel (by forms extrusion) [24]. Glue-laminated timber is actually acknowledged as a specific wood-based construction material, with its own physical and mechanical properties [30]. ...
Book
The book encodes a vision for the actively sustainable management and development of the built environment by referring to the application of timber-based construction systems as additive solutions for the multi-purpose improvement of existing buildings. It translates this vision into an innovative methodology for the management of the entire building process – from design to production, operation, and maintenance - and the assessment of timber-based construction performances across the whole building life-cycle. This approach is based on a multi-dimensional analysis, which starts from the structure of the Active House (AH) protocol, improved through information-integrated digital environments and multi-criteria evaluation methods, such as BIM and Design Optioneering. During the design stage, indeed, it analyzes and compares different design choices, according to the DO method, until the definition and validation of the “As-Built” step, while in the operational phase, it refers to sensors-retrieved data to show the evolution of the building behaviour, accounting for real users’ interaction, building performances decay and needs of maintenance, defining the digital twin of the building: a real Cognitive Building. Finally, the application of this methodology identifies innovative models of processes, products, and design of wood-based construction technologies, suitable to satisfy the needs of the 2D/3D construction layering for the sustainable transformation of the built environment.
... Quality management was a significant component of the CCS course. Second were the famous 1950 statistical quality control lectures of W. Edwards Deming (Deming 1951;Kolesar 1994), and third were the 1954 quality management lectures of J. M. Juran (Nonaka 1995;Ishikawa 1985). ...
... Throughout his career, Juran frequently emphasized the moral responsibility of leadership, not only to the shareholders and employees, but also to the broader community-as he frequently termed it, to society's "life behind the quality dikes." Juran shared this moral tone with his fellow pioneer, Deming, who opened his own 1950 Japan lectures with a dedication to striving for world peace through quality (Deming 1951;Kolesar 1994.) Juran then clarified the executive's responsibilities: "Their responsibility is not only to decide these things and to make their decisions known throughout ...
... The PDCA cycle, or Deming cycle as it is sometimes called, has been attributed by many to Deming, who himself had acknowledged Walter Shewhart as the originator (Shewhart 1986). Deming had in fact included a version of the "Shewhart cycle" in his 1950 lectures in Japan (Kolesar 1994). The Shewhart cycle, however, deals with product design, not with problem solving or process improvement. ...
Article
In 1954, at the invitation of the Union of Japanese Scientists and Engineers, Joseph M. Juran gave a series of lectures on quality management to senior executives and middle managers of Japanese industry. These lec-tures, together with those given by W. Edwards Deming in 1950, have been credited with being seminal con-tributions to the Japanese quality control movement. Focusing on the lectures to senior executives, this article examines Juran's own annotated manuscripts of his 1954 lecture notes in order to identify the actual con-tent of the lectures and assess their impact at the time, as well as their contemporary relevance. They contain a remarkably comprehensive and modern view of quality management, which supports the contention of Japanese industry leaders and quality experts that Juran's lectures had a strong and enduring impact in Japan.
... Product life cycle models [32][33][34] or CALS model [35] can be considered as a reference life cycle model. In the present study, the model is based on the Deming cycle (PDCAcycle) [36]. This framework speaks about the cycle of continuous improvement when working with the selected object: planning of activities, their implementation, collection and analysis of data during the implementation, development of corrective actions based on the analysis, and entering a new cycle with new inputs. ...
... cycle) [36]. This framework speaks about the cycle of continuous improvement when working with the selected object: planning of activities, their implementation, collection and analysis of data during the implementation, development of corrective actions based on the analysis, and entering a new cycle with new inputs. ...
Article
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Vaccination is critical to preventing the spread of diseases. It stimulates the immune system to produce antibodies that fight specific diseases, eradicating and reducing their incidence. However, despite the proven benefits, there is hesitation and skepticism in some areas due to side effects and lack of knowledge. Developing a data collection and processing system to analyze vaccination is critical in today’s world. Vaccines are necessary to minimize morbidity and mortality, but success depends on analyzing data on vaccine use and efficacy. This system can identify potential side effects and adverse reactions, ensuring vaccine safety and building public confidence. This research focuses on IT support for analyzing vaccination side effects. The aim of this work is to develop an architecture model of the system to collect and process data on the health status of vaccinated patients. The research methodology consists of analyzing sources on the consequences and side effects of vaccination. On the basis of this knowledge, the key attributes (stakeholders, sources of information, input data, data analysis processes) of the data collection and analysis system were analyzed using an enterprise architecture approach. As a result, a general model of the architecture of the data collection and analysis system was proposed.
... The aim of this research was to analyze the establishment of OVCs in an orthopedic clinic with affiliated referring troop physicians, forming a community health network. Focus was set on the perspective of organizational and process management with total quality management [21,22], strategic control [23,24] and change management approaches [25] to develop best practice examples for possible further approaches in this context. ...
... Finally, the previous, existing and further planned management processes were analyzed with the 7 questions in process management by Stöger (see supplement 4) [29]. Additionally, the PDCA cycle described by Deming was used to elaborate the optimization potential of the measure over time [21,22]. ...
Article
Full-text available
Introduction Regional health care networks with interfaces between clinics, general practitioners and patients can act faster when utilizing digital measures. This manuscript describes the establishment of an online video consultation service in a clinic and its broad health care region to exemplify challenges and solutions for potential future approaches from a management perspective. Method The underlying pilot project was planned and implemented for follow-up monitoring and consultative presentation of orthopedic and trauma patients within the Bundeswehr Medical Service from 2018 to 2020. With predominantly positive evaluation results regarding quality and acceptance among users, this research investigated organizational and processual aspects including total quality management, strategic control and change management approaches. Results The affected main and subprocesses of patient treatment could be streamlined by the project, as physician recommendations and arrangements could be accelerated and patient travel could be significantly reduced. A SWOT and portfolio analysis showed a high potential for improving existing patient treatment processes for health care enterprises via the use of digital technology. The involved staff should be strategically included at an early stage and continuously involved. By means of a PDCA cycle, the processes of the given project could be exemplarily illustrated with an outlook in the future. Discussion It has proven successful to consciously use management approaches to establish telemedical integrated care structures in a health region. Recommendations for the strategic introduction of an online video consultation for regional network strengthening and care development for a patient-oriented increase in efficiency could be compiled.
... Even the best plans require adjustments during implementation; foresight is never perfect, and circumstances or conditions are likely to change. The 'plan-do-check-adjust model' -developed by the management scholar, W. Edward Deming -is commonly applied to the management of industry and education ( Koiesar, 1994 ). This simple model integrates quality assurance as a core component of managing and operating an institution. ...
... Adjust Check Fig. 10.1. Integrating quality assurance into higher education planning and implementation Source: Adapted by editors based on Koiesar (1994) . ...
Chapter
This book is the culmination of a collaborative effort to develop an updated volume providing (i) sound analyses of current trends and developments in the tertiary agricultural education (TAE) sector and (ii) direction and focus for future initiatives to strengthen the sector in Africa. Part I (chapter 1) begins with an introduction on agriculture and education within the context of global and continental development goals. Part II (chapters 2-5) presents the sectoral and institutional context underlying TAE. Part III (chapters 6-16) focuses on the pathways of transforming TAE in Africa. Part IV (chapter 17) discusses the way forward for implementing the transformation.
... There are several ways learning may contribute to organizational improvement. Learning can lead to the creation of organizational knowledge, which is a resource that can provide competitive advantage for a firm (for example, Kolesar 1994;Nonaka 1994;Grant 1996;Choo, Linderman, and Schroeder 2007). This knowledge, which is typically developed by and resides within individuals on knowledge creation, in which he argues that learning occurs as a social exchange where, for instance, employees encounter and clarify the ideas of other employees. ...
... Therefore, these practices may facilitate learning as organizations identify process problems and implement corrective action. Furthermore, the ability to learn has been previously identified as an important characteristic of quality/process improvement programs (Kolesar 1994;Linderman et al. 2004). As organizations learn, they can then internalize the knowledge they have gained by revising the appropriate operating processes and routines, so that learning is institutionalized as new organizational knowledge (Rungtusanatham 2001). ...
Article
Note: Review of this paper was conducted by Dr. James R. Evans, editor emeritus of the Quality Management Journal. This paper examines whether continuous improvement practices (CIPs) directly affect organizational improvement, or whether their impact on improvement is mediated by learning, which then leads to improved performance. A survey instrument was developed using both prior scales and new items. The collected responses were then analyzed using structural equation modeling techniques, which suggested that the maturity of a firm's use of CIPs fully mediated the effects of CIPs and learning on organizational improvement. These findings provide evidence that it is essential for a firm to create an organizational structure to support continuous improvement and to help make continuous improvement the way the firm does its work.
... This conflicts with the notion of continuous improvement, where opportunities for further improvement always exist. Most quality leaders believe that continuous improvement and hence knowledge creation are vital activities of quality management (Kolesar, 1994). This implies a better theoretical understanding of quality management requires a comprehensive theory of knowledge creation. ...
... Real improvement requires that organizations translate learning activities into action (Garvin, 2000). This often occurs through the use of structured improvement methods such as the PDCA (Plan, Do, Check, Act) cycle (Kolesar, 1994). Typically this begins with the establishment of teams to capture the knowledge and creativity of the workforce (Ishikawa, 1985; Lillrank and Kano, 1989; Scholtes et al., 1996). ...
Article
Several quality thought leaders have considered the role of knowledge in quality management practices. For example, Deming proposed The Deming System of Profound Knowledge™ that dealt explicitly with knowledge. However, various authors in the quality field diverge considerably when contemplating knowledge. We propose an integrated view of quality and knowledge using Nonaka's theory of knowledge creation. This integrated view helps illuminate how quality practices can lead to knowledge creation and retention. The knowledge perspective also provides insight into what it means to effectively deploy quality management practices. Previous empirical research noted the importance of effective deployment, but provided little insight into what effective deployment means. This research argues that quality management practices create knowledge, which leads to organizational performance. Taking a knowledge-based view (KBV) of the firm provides a deeper understanding of why some organizations are more successful at deploying quality management practices than others.
... (1) The foresight process depends on the quantity and quality of the available data [61]. ...
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Organic cassava flour and products are in high demand. However, the expansion of organic cassava (OCS) production is rather slow. To increase OCS production, extension workers, cassava flour mills, farmers, and researchers have been collaborating to support the farmers, but the planted areas have remained limited. This research aimed at understanding the current issues in scaling up the organic cassava production. The findings were subsequently used to formulate scenarios and recommendations for the collaborative scale-up of organic cassava production in the Mekong River Basin (MRB). We carried out a six-step foresight process with leaders of organic cassava farmers, the staff of organic cassava flour mills and factories, extension workers, the staff of research agencies, and local policy makers in Thailand. The results revealed two key factors or drivers of changes, namely, the degree of collaboration among stakeholders using multiple-view scenarios or a single-view situation and the degree of learning and communication about OCS that future stakeholders are likely to experience. Four possible scenarios for a scaling-up system of OCS production in the MRB were developed. The foresight process allowed for recognizing multiple views and opinions about the OCS production scaling-up process, considered as a whole system. The system was found to consist of various interdependent components. The process highlighted the need to increase the capacity and opportunities for productive collaboration in research and development. We concluded that the MRB members should issue a policy formulating a joint task force to coordinate the existing institutions' plans and resources towards an actionable OCS production scaling-up system for the MRB in 2030.
... Considering this and the third element of the management Deming cycle (i.e., "check") (Koiesar 1994), the goal of this paper was to study and determine the incidence of burnout among nurses in Slovenian retirement homes and to examine the interactions between influential factors that cause burnout. Surveys were conducted in 2017 among approximately 8.7% of all institutions at nursing care providers in retirement homes in Slovenia. ...
Article
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The human resources economic implications of nursing burnout amongst nurses working in retirement homes have become a critical concern within the healthcare industry. As the backbone of care provision in these settings, it is crucial to understand the consequences of burnout on the workforce’s well-being and organisational sustainability. This study aims to investigate burnout among nurses working in retirement homes in Slovenia. The reasons for burnout vary across countries and regions, so gathering data specific to this population is essential. Through surveys conducted among 253 nurses and medical technicians, factor analysis revealed three factors for burnout: emotional exhaustion, reduced personal fulfilment, and impersonality. This research aims to pave the way for reducing workplace stress by creating new opportunities for better working conditions. To achieve these goals, executive management in retirement homes should gain proficiency in the four elements of the quality management cycle: planning, execution, evaluation, and continuous improvement. Furthermore, a comparative analysis was conducted to collate the empirical findings with those from Croatia.
... The original quality and productivity framework proposed, Plan, Do, Check, and Adjust (PDCA) from Shewhart, as recommended by Deming, did not include a) information gathering, b) was product (not project) oriented and c) addressed only manufacturing issues (Koiesar 1994). Winch and Kelsey (2005) echo Laufer and Tucker (1987) that construction planners have poor information-gathering tools and that resulting documents are overwhelmingly complex for industry professionals. ...
Conference Paper
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Perfect information delivered before it is needed is a rare construction input but is invaluable to the construction contractor. Efficacious planning is dependent on it. Decisions made once, earlier than scheduled, and not modified have many benefits. This paper theorises that 80% of required project information is available in the tendering instructions, plans, specifications, and client contract. The last 20% has to be furnished by external parties such as the client, governing authority or vendors-risking lateness and incompleteness. This "last mile" can be costly to contractors-main and sub-since their average net profit before tax is single digits. Furthermore, these determinations are made after final design and tendering instructions are issued, affecting the bid phase forward and resulting in novel decisions such as logistics, plan, schedule, or payment, which affect planning, communication, and execution. This paper suggests that this is missing from quality and productivity models.
... As the SA8000 certification can be a lengthy process, the user interface has a status function. Based on Deming's popular Plan-Do-Study-Act circle [22], the options are 'certification not started', 'certification planned', 'audit done', 'preventive/corrective actions implemented' and 'certification granted'. Finally, apart from the qualitative SA8000 categories, Table 1 includes relevant quantitative indicators based on the PSILCA database. ...
Chapter
Full-text available
As sustainability requirements are growing, more and more companies are falsely claiming to supply sustainable products, thus creating an unfair playing field for companies that do comply. The Textile and Clothing (TC) industry is one of the least sustainable and transparent industries, often manufacturing products in low-cost countries with inadequate working conditions and environmental standards. The purpose of this study is to investigate how social sustainability assessments can be conducted, to increase the reliability of sustainability claims. The paper proposes a concept of a Social-Life Cycle Assessment (S-LCA) service that is based on site-specific primary data and is grounded in the international Social Accountability (SA) 8000 certification system, to increase the reliability of sustainability claims. United Nations recommends the SA8000 in their S-LCA guidelines. The S-LCA service is also enabled by Blockchain to secure that critical data remains unaltered. The concept and service are being developed through the Design Science methodology, combining: i) case studies in an EU project, to understand the practical problem, ii) a S-LCA literature study, and iii) action research, to iteratively apply the service to the cases and refine it with project contributors representing the entire TC value chain. The concept consists of a workflow diagram, preliminary user interface, data collection template, and an overview of critical data to be secured by Blockchain. To the best of our knowledge, this is the first research paper about a concept of a site-specific S-LCA service that is integrated with an international certification system and a Blockchain-enabled platform.KeywordsSocial-Life Cycle AssessmentValue Chain TransparencySustainabilityTextile and Clothing IndustrySocial Impact
... U.S. corporations emerged from the 1980s at a sizeable competitive disadvantage to their Japanese counterparts. This gap stemmed primarily from the Japanese development and implementation of Demingism, whereby quality improvement permeated every extent of organizational processes and culture (Koiesar, 1994). American companies had summarily rejected Deming's exhortation on quality in the post-WWII industrial era. ...
Article
Full-text available
Purpose The purpose of this paper is to establish a supported and validated reference point for Machiavellianism as an antecedent to the contemporary management philosophy of business process reengineering (BPR). Design/methodology/approach This paper analyzes BPR and Machiavellianism by using the seminal work of Hammer and Champy (1993) on BPR and the original writings of Machiavelli coupled with the personal correspondence of Machiavelli with his contemporaries. Findings The findings of this research indicate that the constructs of Machiavellian thought transcend the five centuries since the publication of The Prince, and can be found in the contemporary managerial framework of BPR. This comparison of historical leadership frameworks demonstrates how recent management decisions in companies show the rise of Machiavellian as BPR. In an analysis of these theories, the authors show similarities in five significant tenets of business leadership and argue how these repackaged ideas and prescriptions undermine employee-centric advances. Research limitations/implications This comparison reviews the managerial frameworks presented in Machiavelli’s The Prince and Hammer and Champy’s book Reengineering the Corporation through the theoretical tenets of leadership. Practical implications Employment of Machiavellianism and BPR results in an expendable utilization of followers and employees. Implications abound for modern managers, as the authors emphasize the elements and outcomes which lead to deleterious organizational outcomes. Social implications In an analysis of these theories, the authors argue how these strategies undermine employee-centric advances within human relations by embracing these repackaged ideas and concepts. Originality/value This research leverages historical perspective to provide a qualitative understanding of the follies of recycled versions of Machiavelli’s ideas. The overall study and inquiry of BPR from a leadership perspective is not robust and leaves antecedents and influences critically unevaluated.
... Pregled teoretičnih tez v prispevku je namenjen uporabi dveh ključnih besed, »gurujev« kakovosti, pri proizvajalcih letal. Crosby (1989) pravi preprečuj, Deming (2000) pravi izpopolnjuj, preden gre izdelek na trg s pomočjo kroga P -D -C (S) -A (Koiesar, 1994). ...
Article
Full-text available
Povpraševanje po storitvah na svetu neprestano raste. Rast števila letalskih potnikov že desetletje nezadržno generira gospodarski razvoj mnogih destinacij, zato je nujna analiza povezanosti procesov. Članek raziskuje vpetost kakovosti letal na število letalskih nesreč s smrtnim izidom ter morebitni vpliv tega dejavnika na mednarodne turistične prihode. V članku uporabimo napredne metode korelacijske analize na intervalu podatkov od leta 1995 do leta 2018 oziroma 2019, če so slednji dostopni za posamezno preučevano spremenljivko. Rezultati raziskave kažejo, da se je proizvajalec letal Boeing z nekaj napačnimi potezami vrhnjega menedžmenta v letu 2018 vrnil na raven kakovosti, ki jo je imel leta 1995, medtem ko so drugi proizvajalci naredili velik korak naprej pri zagotavljanju varnosti svojih letal v preučevanem obdobju. Rezultati korelacijske matrike prikazujejo, da sta svetovni realni bruto domači proizvod in mednarodni turistični prihodi popolnoma povezana dejavnika, saj je korelacijski koeficient enak ena. Prikazane ekstrakcije in ugotovitve ter raziskave so pomembne za turistično gospodarstvo, ki bo po zdravstveni krizi iz začetka leta 2020 iskalo različne scenarije za ponovno vzpostavitev prihoda turistov, najprej domačih in proti koncu tudi tujih.
... However, defence has traditionally approached innovation from a scientific foundation as per the 'push-pull' innovation model (Brem, 2008) or the Deming approach for Plan-Do-Check-Adjust (PDCA) cycle (Koiesar, 1994;Vykopal, Vizváry, Oslejsek, Celeda, & Tovarnak, 2017). In 2008, the four most prominent military innovation schools of thought were directed at top-down innovation. ...
... Since awareness campaigns are often iterative and aim at the continuous improvement of ISA the Deming circle can be applied. The Deming circle also known as plan-docheck-act, is an iterative four-step management method and requires measuring in order to check the effectiveness of activities (Koiesar, 1994). In order to automate the measurement of ISA, metrics are required. ...
Conference Paper
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Measuring information security awareness (ISA) is mostly done by the measurement of knowledge. However, knowledge does not allow any statement about actual behavior. Therefore, measurement techniques are required, that are focusing on the behavior of employees. We carried out a structured literature review as well as expert interviews in order to retrieve current requirements for metrics in theory and practice. Moreover, we show that the interviewees defined some more requirements than are available in literature. The goal of our research is, to create a performance measurement system (PMS) based on the integrated behavioral model (IBM). Therefore, we had to check if the different aspects of the IBM can be covered by existing metrics. Although many of the requirements can be fulfilled by current metrics, not all aspects of the IBM can be covered. Therefore, we need additional research to create a PMS that allows the evaluation of ISA in companies.
... The model was further developed by Deming [2] who introduced the concept of "quality of cycles" which could help management to identify real solutions to work-related problems. This "Deming method" was firstly used in 1950 in Japan in factory production, where quality control programs were used by the managers to better intervene in operational processes [3]. Kaori Ishikawa, one of Deming's disciples, applied the TQM concept in the economy of Japan, which involved all the company's employees, independent of the position held. ...
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This paper focuses on total quality management (TQM) processes and their applications to increase the management performance of enterprises in the renewable energy sector (RES). TQM is a modern tool used by enterprises to increase their management performance. We start with a description of Edwards Deming’s conceptualized model, highlighting different phases of its development as described in the literature. The TQM process is then used for an application to the RES in Romania. The quantitative model analyzes the influence of TQM process implementation in achieving competitive advantage and the management performance of the undertakings in the RES. Data was collected through a survey based on a questionnaire addressed to employees and managers in the RES. Structural equation modeling (SEM) was used and the research hypotheses were tested with the partial least squares path method (PLS). Data analysis was performed with the statistical software SmartPLS 3.2.8. The main contribution of this article is to evaluate the relationship between the management performance of enterprises in the RES sector in Romania and TQM process indicators. The results underline the fact that the most important attributes of a TQM process to increase the management performance are: integrated operational processes, policies and trading strategies, integrated operational management, company social responsibility, motivated workforce, knowledge, and competencies. The conclusions of the research are in line with the latest findings in the area, underlining that management performance is the direct result of the association between a group of factors and processes, such as the integrated operational processes, trade strategies and policies, integrated operational management, corporate social responsibility (CSR), motivated workforce, knowledge, and competencies.
... Similarly, Lyons et al. (2008) highlighted the importance of KM processes for continuous quality improvement such as planning, execution and evaluation of performance. Some authors have linked quality improvement to specific KM processes such as knowledge creation (Kolesar, 1994). ...
Article
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Purpose The application of knowledge management (KM) is critical to public sector firm as it is to private sector firm. However, despite its significance, the academic enquiry of KM in public sector is at its nascent stage. This forms the motivation of the present work; this paper aims to analyze and understand the intricate relationship between KM processes and public sector firm performance in terms of operational, quality and innovation performance. Design/methodology/approach A comprehensive KM processes–performance framework consisting of seven constructs (four constructs of KM processes and three constructs of KM performance) and their underlying factors was developed through an extensive literature review. The employee perceptions of these seven constructs were captured on a five-point Likert scale using a country-wide survey in the UAE public sector. The 270 valid responses captured were then used to first validate the KM framework and then test the hypothesized relationships between KM processes and KM performance. Findings The findings show that all four KM processes (knowledge creation, knowledge capture and storage, knowledge sharing and knowledge application and use) had a positive and significant impact on operational, quality and innovation performance of public sector in the UAE. Research limitations/implications The findings confirm the validity and reliability of all the seven constructs and their underlying factors and the assessment framework. Overall, this study fills a gap in the literature about applying/implementing a KM framework for the public sector and therefore significantly contributes toward the theoretical advancement of the field. However, the study does acknowledge the use of perceptual measures of individual employees as a limitation instead of more objective measures to capture the impact KM processes on KM performance. Practical implications The strong and significant impact of KM processes on firm performance is expected to provide the impetus for practitioners and policymakers to implement and leverage from KM processes and improve firm performance in the public sector. Originality/value A comprehensive development, validation and assessment of a KM framework for the public sector has not been attempted previously anywhere, let alone UAE, and hence constitutes the novelty of this work.
... In 1950 Deming instructed the Japanese on how to apply the Shewhart product development cycle which involves five steps: design the product, build the product, put the product on the market, use market research to test the product in service, and use customer feedback to redesign the product, and continue the cycle (KOLSAR, 1994). The Shewhart cycle inspired the Japanese to develop a general problem solving process called the PDCA cycle that became popular due to its simplicity and logic (MIZUNO, 1984). ...
... This article emphasizes the role of integrating the process and project-oriented approaches. Project management can be understood as a process of "planning, delegating, monitoring and control of all aspects of the project and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risk" 18 . It could be, therefore, assumed that managing projects involves applying methods, techniques, knowledge, skills, tools to project activities to meet project goals 19 . ...
... While neither embraced the term Total Quality Management, its origins can be traced to the work of W. Edwards Deming and Joseph J. Juran, and through the implementation of their quality philosophy, concepts and methods in Japanese industry. Kolesar (1994Kolesar ( , 2008 discusses the contributions of Deming and Juran to the Japanese quality revolution following WWII. The importance of TQM became fully recognized in the U.S. only after its successful Japanese implementation. ...
... The key premise of this chapter is that to improve existing business processes, we must first truly understand how the process/system works; hence, learning and knowledge creation are a vital component of quality management (Kolesar 1994). What results is typically an improved process, which is often characterized as being standardized and/or predictable. ...
Chapter
The long-term health of any organization depends on its commitment to continuous improvement, which is one aspect of quality management. While we do not yet fully understand the link between quality management and organizational performance, previous research suggests that this relationship is often moderated or mediated by other factors. This chapter specifically considers the role that learning and exploration play in continuous improvement efforts within organizations. The aim of this discussion is to extend previous considerations regarding the juxtaposition of stability and reliability (control) versus exploration and innovation (learning) in quality/continuous improvement; hence, this work first explores learning in terms of a process that generates knowledge that organizations use to build competitive advantage. This chapter also examines the need to balance between the exploitation of existing knowledge and the exploration of new alternatives. This discussion suggests that learning and exploration are mutually beneficial when considered within the context of continuous improvement. In addition, these concepts compliment traditional notions of quality management/improvement and, therefore, expand our thinking about these topics.
... They are compatible, applicable to every organization, regardless of sector or size, and voluntary. The underlying principle of most of the selected CR tools is continuous improvement based on different versions of the Deming cycle, also known as the Plan-Do-Check-Act cycle (Kolesar 1994). This specifies a management strategy for organizations in order to enhance their performance continuously with respect to the issue addressed by the tool, for instance health and safety in the workplace, environmental protection or stakeholder engagement. ...
Chapter
This book argues that corporate responsibility (CR) tools can help realize the goals of the responsible research and innovation (RRI) framework. RRI is a newly emerging governance framework, promoted by public funders of research such as the European Commission. When RRI is applied in industry, funder requirements are not enough to implement it, given that private research and innovation funds are involved. Instead, we argue, CR tools are well suited to bridge this gap as they are self-regulatory and have been established to promote a common understanding as well as a common means of performance evaluation globally.
... They are compatible, applicable to every organization, regardless of sector or size, and voluntary. The underlying principle of most of the selected CR tools is continuous improvement based on different versions of the Deming cycle, also known as the Plan-Do-Check-Act cycle (Kolesar 1994). This specifies a management strategy for organizations in order to enhance their performance continuously with respect to the issue addressed by the tool, for instance health and safety in the workplace, environmental protection or stakeholder engagement. ...
Chapter
A concise account of corporate responsibility (CR) is provided to facilitate a later comparison of CR and responsible research and innovation. The chapter clarifies the concept by discussing different types of corporate responsibilities and explaining their links with similar concepts such as corporate sustainability, corporate accountability, corporate citizenship and corporate social performance. One focus is on how to develop a CR strategy and the main topics that firms need to pay attention to when doing so. Another focus is the benefits stemming from engagement in CR activities.
... They are compatible, applicable to every organization, regardless of sector or size, and voluntary. The underlying principle of most of the selected CR tools is continuous improvement based on different versions of the Deming cycle, also known as the Plan-Do-Check-Act cycle (Kolesar 1994). This specifies a management strategy for organizations in order to enhance their performance continuously with respect to the issue addressed by the tool, for instance health and safety in the workplace, environmental protection or stakeholder engagement. ...
Chapter
Responsible research and innovation (RRI) is a newly emerging governance framework, promoted initially by public funders of research. This chapter explains the concept by defining its individual elements (responsibility, research and innovation). Three case studies are given: one from South Africa, where indigenous community involvement provided a significant lead for a health innovation; one from Germany, where end-user involvement in the innovation process led to faster and less contentious market entry; and one from India, where an innovation significantly improved the lives of the poorest girls and women. The concepts of responsiveness, inclusiveness and providing a societal good are illustrated through the case studies, mapped against policy and academic work on RRI and derived from the earlier discussions of responsibility.
... They are compatible, applicable to every organization, regardless of sector or size, and voluntary. The underlying principle of most of the selected CR tools is continuous improvement based on different versions of the Deming cycle, also known as the Plan-Do-Check-Act cycle (Kolesar 1994). This specifies a management strategy for organizations in order to enhance their performance continuously with respect to the issue addressed by the tool, for instance health and safety in the workplace, environmental protection or stakeholder engagement. ...
Chapter
Corporate responsibility (CR) tools are mapped onto the von Schomberg, Owen and Science with and for Society (SwafS) definitions of responsible research and innovation (RRI) to see which ones may be suitable for adoption within the context of RRI implementation and which gaps remain. Three case studies show how the CR tools selected can facilitate RRI implementation. The first refers to Abengoa, a highly active company in the field of sustainability; the second discusses Seventh Generation’s approach to corporate responsibility and how this links with RRI; and the third presents Teck, a mining company which uses a variety of corporate responsibility tools in managing its operations.
... They are compatible, as well as applicable in every organization regardless of sector or size and they are voluntary. The operating principle underlying most of the selected CSR tools is continuous improvement based on variations of the Deming Cycle, also known as the Plan-Do-Check-Act cycle (Kolesar, 1994). This cycle identifies a certain management strategy for companies in order to improve their performance continuously with respect to the issue addressed by the tool i.e. environmental protection, employee rights etc. ...
Technical Report
Full-text available
The purpose of this report is not a mere exercise of mapping industry types against relevant Responsible Research and Innovation (RRI) tools. Its aim is twofold: a. to clarify how Corporate Responsibility tools enable businesses to apply the RRI principles; and b. to identify the level of diffusion of these tools in the European ICT sector for health, demographic change and well-being.
... They are compatible, applicable to every organization, regardless of sector or size, and voluntary. The underlying principle of most of the selected CR tools is continuous improvement based on different versions of the Deming cycle, also known as the PlanDo-Check-Act cycle ( Kolesar 1994). This specifies a management strategy for organizations in order to enhance their performance continuously with respect to the issue addressed by the tool, for instance health and safety in the workplace, environmental protection or stakeholder engagement. ...
Chapter
Corporate responsibility (CR) tools have an excellent potential to facilitate the implementation of responsible research and innovation (RRI) in industry. This chapter provides a detailed account of existing CR tools. It develops selection criteria for choosing the tools with the greatest potential to assist the implementation of RRI in industry. Background information on these tools is given, as well as data on the tools’ requirements. In addition, assessment criteria are developed to illustrate the tools’ suitability in setting up a framework for action that could form a basis for RRI implementation.
... Continual improvement could be both incremental and breakthrough improvements in organizational performance [1,16] such as improved customer satisfaction, reduction of customer warranty and field defects and errors, improved productivity, improved cycle time performance, safety and employee morale [16][17]. Improvements often occur through the use of structured fact based improvement methods such as the Shewhart and then more commonly known Deming Cycle or the Plan-Do-Check-Act (PDCA) cycle [1,18], which is described as a ''learning cycle'' [9]. Later the ''Check'' step in the PDCA was changed to ''Study'' (Plan-Do-Study-Act (PDSA) cycle) to emphasize learning and reflection aspects of the ''learning cycle'' [19], within ISO/TS 160949 and the Advanced Product Quality Planning and Control Plans (APQP) [8]. ...
Conference Paper
This paper reviews the literature and exhibits finding from case studies to provide a broad overview of learning and knowledge creation in the context of continual improvement. First, we describe Knowledge-Based View (KBV) theory and its application in the context of Continual Improvement (CI) initiatives such as Quality Control Circles (QCC), Kaizen, Business Process Engineering, and Six Sigma™ from literature. We then propose an integrated view of knowledge creation using Nanoka's theory of knowledge creation to provide insights on how the CI initiatives are supported by this theory, which later lead to improve the operational and organization outcomes. The case studies of three manufacturing companies, which implemented CI program and multi-certified management systems, are then presented to illustrate how KBV can be applied to support CI initiative. This embedding operations learning is a complementary to the organization's knowledge management system facilitating sustainable CI projects.
Chapter
The policy for achieving economic growth through an agrarian-based low-carbon bioeconomy (BE) systems is well formulated in the Global South. BE is a new economy that is defined and based on the interdependence of PUC of bio-based resources. However, teamwork, job creation, and data framework required for monitoring such a transition remain unclear. This chapter reviews official documents to identify and gain insights into the Global South’s BE policy and actions. It aims to propose a data framework (DF) as a guiding principle for teams and users to explore alternative bio-based options for transition. The DF is based on the Plan-Do-Study-Act (PDSA) and Decision Support Systems (DSS) approaches to promote partnerships between actors. The combined PDSA methodology and DSS approach are also unique in their inclusive structure, process, and culture for understanding the PUC interdependence of bio-based resources. We trust that the DF can be upscaled to harmonize diverse experiences and expertise for the benefit of people to adapt to a changing environment of our planet.
Article
Full-text available
Construction sites are highly unpredictable environments involving a wide variety of stakeholders with complex information exchanges, which lead to the well-known inefficiencies and unproductivity of the construction sector. The adoption of Building Digital Twins (BDT) in the construction site is a promising solution to this issue, by automating data acquisition and knowledge extraction processes and providing what-if scenario simulation capabilities. Furthermore, the current research sets the principles to define, replicate, and scale-up the architecture of a Building Digital Twin Platform (BDTP), conceived as a scalar ecosystem. The research has been conceived following the Design Science Research (DSR) methodology and based on the Plan-Do-Check-Act (PDCA) analysis for the continuous improvement of the construction process. By means of the adoption of the standard Business Process Model and Notation (BPMN), based on the BDTP architecture, the research has resulted in BPMN workflows stemmed from the Digital Twin (DT) where the DT itself is an actor in a service-oriented data-exchange workflow. Moreover, the use of a BDTP can pave the way for the transition from user-driven construction management to hybrid management, coexisting with both human and digital actors and merging expert knowledge with artificial intelligence techniques.
Chapter
Two evaluation cases illustrate how the application of lean six sigma (LSS) tools and methods further improve both healthcare processes and quality. After action review (AAR), DMAIC (define, measure, analyze, improve, and control), Ishikawa Fishbone Diagram, hypothesis testing, and process mapping were among LSS tools employed. Case A describes how LSS tools were used in a healthcare practice to transition from a manual billing charge capture system to a new electronic billing system. While this change began due to the implementation of new software, using LSS in this process improvement initiative benefited both the practice and its patients by improving both cost- efficiency and quality. Case B details the process for a blood bank regulatory compliance exercise mandated by the United States Food and Drug Administration (FDA). A six sigma tool included application of a two-proportion hypothesis test using a probability factor of 0.05. Quality patient care from supply-chain and clinical safety perspectives demonstrated statistical significance.
Article
This chapter introduces Universal Design for Learning, outlining the key elements and ideas behind UDL, with some examples from the author's own teaching practice in a postgraduate business school class illustrating the application of UDL. A toolkit of some useful resources for newcomers to UDL is also provided.
Preprint
Full-text available
Background: Regional health care networks with interfaces between clinics, general practitioners and patients can act faster when utilizing digital measures. This manuscript describes the establishment of an online video consultation service in a clinic and its broad health care region to exemplify challenges and solutions for potential future approaches from a management perspective. Methods: The underlying pilot project was planned and implemented for follow-up monitoring and consultative presentation of orthopedic and trauma patients within the Bundeswehr Medical Service from 2018 to 2020. With predominantly positive evaluation results regarding quality and acceptance among users, this research investigated aspects of organizational and process management within total quality management, strategic control and change management approaches. Results: The affected main and subprocesses of patient treatment could be streamlined by the project, as physician recommendations and arrangements could be accelerated and patient travel could be significantly reduced. A SWOT and portfolio analysis showed a high potential for improving existing patient treatment processes for health care enterprises via the use of digital technology. The involved staff should be strategically included at an early stage and continuously involved. By means of a PDCA cycle, the processes of the given project could be exemplarily illustrated with an outlook in the future. Conclusions: It has proven successful to consciously use management approaches to establish telemedical integrated care structures in a health region. Recommendations for the strategic introduction of an online video consultation for regional network strengthening and care development for a patient-oriented increase in efficiency could be compiled.
Chapter
The BIM holistic approach leads the AEC sector to manage all the different disciplines involved in the construction process. Its nDimensions, indeed, concern geometry, structure, systems (3D), work-site management—also in terms of time and costs—(4D, 5D), safety, energy performances (6D), maintenance and building management (7D). Besides the analysis of the state of the art, the n + 1 dome case study has been used to explain the advantages of BIM, sensitization and digital tool application for both product and asset management (PIM, AIM). Finally, the chapter illustrates the potential of Internet of Things (IoT), Machine Learning (ML) and Artificial Intelligence (AI), moving from Cognitive to Predictive buildings, nowadays conceived as the new perspective of 4.0 construction.
Article
Full-text available
Guncangan dahsyat Covid 19, telah menginfeksi setidaknya 6 juta orang di dunia dan hampir 400.000 orang diantaranya meninggal dunia. Akibatnya kehidupan manusia di berbagai sektor terguncang hebat, termasuk sektor pendidikan. Pembelajaran daring disemua jenjang pendidikan tak terkecuali PAUD, adalah solusi terbaik saat ini. Kepala sekolah perlu melakukan langkah strategis agar proses pendidikan PAUD tetap berjalan dan kualitas tetap terjaga. Tujuan penelitian ini adalah mendeksripsikan bagaimana strategi kepala sekolah dalam meningkatkan mutu pendidikan taman kanak-kanak pada masa pandemi Covid 19 di Kota Cimahi. Penelitian ini menggunakan pendekatan kuantitatif dengan metode deskriptif survei. Subjek penelitian adalah 112 Kepala TK di Kota Cimahi. Hasil penelitian menunjukan, strategi kepemimpinan kepala sekolah dalam meningkatkan mutu pendidikan TK pada masa pandemi Covid 19 sangat baik (85,90%). Process Approach (88,24%) merupakan skor teringgi, menunjukan pendekatan proses menjadi prioritas utama dilakukan. Sedangkan tanggung jawab (81,21%) merupakan skor terendah, menunjukan belum optimalnnya pelaksanaan kepemimpinan kepala sekolah masa pandemi covid 19.
Article
Quality improvement teams engage in multiple learning opportunities during an improvement project. These learning opportunities consist of both induced opportunities, such as formal training efforts, and incidental opportunities due to surprises (i.e., events that violate expectations) encountered during problem solving activities. In this paper, we propose that these two types of team learning opportunities can result in method-driven learning (MDL) at the team level. Our data are collected using a unique longitudinal survey design spanning 31 weeks that involved 33 participants in five design for Six Sigma projects conducted in different behavioral healthcare organizations, yielding a total of 562 weekly survey responses. We examine two modes of surprises. Those occurring spontaneously (measured based on self-rated and coder-rated variables) and reflective surprises (measured as externally-induced treatments). Our results show that: 1) the proportion of surprises occurring spontaneously during problem solving activities is positively correlated with team learning (i.e., MDL); and 2) collective reflections on surprises also facilitate team learning. Furthermore, we find evidence that surprises occurring spontaneously can negatively moderate the effect of induced learning opportunities (measured as efforts expended on training) on team learning. However, we find no evidence of such a negative moderation effect for surprises from reflection. Overall, our paper develops a nuanced understanding about the direct and moderating effects of surprises on team learning in the behavioral healthcare context, thereby contributing not only to the quality management literature but also quality improvement practices in behavioral healthcare.
Chapter
The importance of total quality management to a firm’s long-term survival, success, and internal harmony has been acknowledged and reinforced in the last decade (Deming, 1985, 1986, 1993; Juran, 1988, 1989, 1992, 1993(a), 1993(b), 1995; Feigenbaum, 1991; Madu and Kuei, 1995; Kuei and Madu, 1995). Despite the preponderance of research on quality, there is little discussion on the formation of total quality (TQ) leaders’ views. Yet the demand for TQ leaders is still increasing regardless of the industries. For example, Sager and Shabi (1996) reported that CEOs with a customer-focused approach (i.e., a TQ leader), general managers of Internet-related companies, and CEOs of technology-related startups are in high demand for 1996. The increasing rate in demand for a customer-focused CEO is 133%. If a company hires a new TQ leader, this newcomer will definitely try to shape and change the company to a degree. The degree is dependent on the difference between existing organizational culture and TQ leaders’ world views. The bigger the difference, the bigger the change that will occur. The world view, according to van Gigch (1978), is a person’s ‘conception of what the world is like or the way in which the totality of a problem is viewed.’ The world views of TQ leaders, in a very basic sense, consist of several different layers (see Figure 2.1). The innermost layer is continuous improvement. A true TQ leader views continuous improvement as the essence of any quality management efforts.
Article
During a long industrial career the writer observed many occasions on which the neglect of statistical analysis of process capability by design engineers resulted in problems during production. In this article some basic statistical methods are demonstrated with elementary data in the hope of convincing doubting engineers that they are easy to use, simple to teach, and full of pragmatic common sense. This is followed by an account of various published sources which demonstrate the importance of statistical methods in engineering.
Book
This book argues that corporate responsibility (CR) tools can help realize the goals of the responsible research and innovation (RRI) framework. RRI is a newly emerging governance framework , promoted by public funders of research such as the European Commission. When RRI is applied in industry , funder requirements are not enough to implement it, given that private research and innovation funds are involved. Instead, we argue, CR tools are well suited to bridge this gap as they are self-regulatory and have been established to promote a common understanding as well as common means of performance evaluation globally.
Article
The current dynamic environment creates the turbulence that directly has a bearing on the performance of an organization. This performance problem again is directly linked to the ultimate survival of the organization in the long run. Organizations are looking for the way to manage and win over the dynamic turbulent conditions. Total Quality Management (TQM) is business philosophy which is aiming to improve the performance of an organization and thereby improve the results and ensures the long term survival. There is a lot of empirical research done on TQM and many have written about the relevance and the importance of the TQM. In today's dynamic conditions - we mean both internal and external- how TQM can be a basic business philosophy which can help and save the organization provided if the understanding on TQM is on the right track. In this review paper a through analysis is carried out to make clear how to understand and practice TQM. Our analysis reveals that TQM has not been looked from a holistic point of view and we propose a better understanding on the concepts of practising TQM in an organization and also how this concept is maintaining the momentum for Sustainable Development. This paper is divided into the following headings: 1. Introduction 2. Basics of Quality - What it is 3. Total Quality Management - A primer 4. Evolution of Quality Management 5. Concept of Sustainability.
Article
Purpose – This paper aims to review the levels of management commitment and involvement in four small (fewer than 500 employees) pharmaceutical companies and the nature and extent of structured programs for policy implementation. Design/methodology/approach – In each of the companies, the comparative success of policy implementation was assessed by the extent of management commitment to the process. Assessments were based on the review of 40 attributes of a four‐part implementation cycle. A lack of a structured process, lack of support and involvement of management and the degree to which management was subsequently involved in the overall implementation were commonly observed problems. The degree of management involvement was a prominent factor in the overall success of the policy implementation. Findings – Quality policies play an important role in the understanding of a company's operational principles and practices. The most successful policy implementation in the companies studied relied on policies being drafted internally with the cooperation of not only the nominated quality management but also the supporting non‐quality management functions. The use of a structured and predetermined implementation plan that is shared across all sectors of the company and the development of supporting systems to monitor progress were also observed to benefit employee involvement and effective policies. Originality/value – The study of these companies and their comparative abilities to follow a structured process for quality system policies provides valuable guidance for quality practitioners facing similar processes of change within their own organizations. A structured process for implementing policies is also provided.
Article
Full-text available
Thesis (Ph. D.)--University of North Carolina at Chapel Hill, 2005. Includes bibliographical references (leaves 246-264). Microfiche. s
Article
In this paper, we investigate the practice of quality management in strategic alliances. By employing a relational view of inter-organizational competitive advantage, the paper addresses the concept of quality management in strategic alliances and networks. We argue that institutional/network relationships influence the practice of quality within a network. In that regard, firms that have adopted quality management practices are more effective in managing and coordinating their interactions with other firms in the network, which results in their enhanced learning capability within the alliance.The proposed framework recognizes the role of trust and cooperative learning as critical factors that affect the success of strategic alliances. It has been argued that firms within an alliance need to achieve the paradox of control and learning. We examine the role of trust as a control mechanism in strategic alliances and address the importance of cooperative learning within alliances. Several hypotheses have been proposed and future research has been outlined.
Article
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Article
The 1930's marked the beginning of a statistical revolution that would dramatically alter both the course of U.S. management and the process of data collection in all spheres of research. By helping to develop and disseminate statistical sampling techniques during World War II and the decade that preceded it, W. Edwards Deming would be instrumental in revolutionizing war material productiion, polling techniques, census taking, and market research. Deming's own degrees were not in statistics, but in mathematics and physics.
Article
The writers have adjusted and extrapolated the compressibility data obtained by Bartlett and his collaborators on carbon monoxide, so that accurate p−v−T relations from -70° to 400° and up to 1200 atm. are available. The relatively low pressure isotherms of Scott at 25° and of Goig-Botella at 0°, 12.44°, and 20.22° are included. Derivatives are obtained by the graphical scheme used for similar calculations on nitrogen. The specific volume, density, expansion coefficients — (pv)(dvdp)T and (Tv)(dvdT)p fugacity, Cp, Cp−Cv, Cv, Joule-Thomson coefficient μ are calculated and shown in curves and a table for 14 pressures and 11 temperatures in the range -70° to 400° and 25 to 1200 atm. In particular, Cp vs. p isotherms, Cv vs. t isobars, t vs. pμ=const. graphs are shown; among the last, the μ=0 curve is the inversion curve. There are no direct experimental data for comparison. On account of similarity in the molecular structure and the spectra of the molecules CO and N2, one might look for some correspondence in the physical properties of the two gases. In general, the trends of the two are qualitatively similar. The Cp−Cv vs. p isotherms all show a maximum. This maximum is very flat at the highest temperatures and comes at about 700 atm. As the temperature decreases, the maximum becomes pronounced and moves to lower pressures; it comes at about 200 atm. along the -50° and -70° curves. Along the -70° isotherm a second maximum appears at about 550 atm., but it is not evident at higher temperatures. Cp−Cv approaches R, of course, along all isotherms as the pressure is decreased to zero. Cp is obtained by adding ΔCp to Cp*.Cp* denotes the heat capacity for a given temperature at zero pressure; ΔCp is the change in Cp with pressure along a given isotherm. It is evaluated thru ∫0pT(d2vdT2)pdp. The derivative occurring under the integral sign is obtained by the authors' graphical scheme at a sufficient number of points for mechanical integration under the isotherm. Along isotherms at 50° and lower, Cp increases rapidly with pressure and reaches a maximum at about 300 atm. Changes in pressure above 500 atm. cause only relatively small changes in Cp at any temperature. Above 200 atm. and below 0°, Cp increases rapidly as the temperature is lowered. The Cv vs. t isobars show that from 300 to 1200 atm. Cv has a minimum at about 100°. On the low temperature side of this minimum the curves are very steep; along the 1200 atm. isobar Cv drops from 4.4 R at -70° to 2.57 R at 100°. Above 100°, Cv is only a few hundredths cal./mole deg. higher than Cv* for pressures up to 400 atm; further increase in pressure to 1200 atm. raises Cv only a few tenths. Below 25°, Cv for p=25 is slightly less than Cv*. Below 0°, Cv at 100, 150, and 200 atm. drops far below Cv* as the temperature is lowered. A graph showing Δ≡v(pvRT−1) vs. ρ isotherms and isobars is shown, the data for which are listed in the table. This graph is very convenient for interpolating p−v−T data. Having given two of the three p−v−T coordinates, the third is quickly estimated from the graph, or is readily computed more exactly by reading the ordinate Δ and solving Δ=v(pvRT−1) for the unknown desired. Values for the second virial coefficient are found. They are expressible by B=58.03−19.84 T−1 cc/mole between -70° and 400°.
Article
The fundamental concepts and methods of quality control and quality assurance were developed in AT&T. For over 100 years researchers in AT&T Bell Laboratories, managers in AT&T, and engineering and operating personnel in Western Electric (now AT&T Technologies) have developed, applied, and improved methods for inspection, quality control, continuous quality improvement, and quality by design. These methods are used throughout the world today. In the past ten years, there has been a rewakening interest in the fundamental concepts of quality control and quality assurance and an intense effort to apply modern statistical methods to continuously improve quality and productivity. AT&T is still providing strong technical leadership in developing these new methods.
Article
In some manufacturing situations, the assumption of a long production run may not be appropriate. For example, job shops typically will not have the benefit of large production runs. Much of the literature on the economic design of control charts, however, assumes an effectively infinite production run. A finite-horizon or short-production-run version of an economic-process-control model of Bather and Box and Jenkins is considered here. An algorithm is derived that allows implementation of this model and adjustment strategy for the short-production-run case. The solution to the control problem is consistent with traditional statistical process control philosophy in that process adjustment is called for only when the process mean is substantially off target. The control or adjustment limits for this model are time-varying and depend on the break-even points between quadratic cost for being off target and fixed adjustment cost. It is shown that the length of the production run can greatly influence the control or adjustment strategy. Use of control limits based on the assumption of an infinite-run process can significantly increase total expected cost.
Article
This paper establishes a criterion that measures approximately the average net income of a process under surveillance of an X chart when the process is subject to random shifts in the process mean. The quality control rule assumed is that an assignable cause is looked for whenever a point falls outside the control limits. The criterion is for the case in which it is assumed that the process is not shut down while the search for the assignable cause is in progress, nor is the cost of adjustment or repair and the cost of bringing the process back into a state of control after the assignable cause is discovered charged to the control chart program.The paper shows how to determine the sample size, the interval between samples, and the control limits that will yield approximately maximum average net income. Numerical examples of optimum design are studied to see how variation in the various risk and cost factors affects the optimum.* The writer is greatly indebted to I. R. Savage and G. Greggory of Stanford University for their criticism and suggestions in preparation of this paper. The paper was completed while the writer was working at Stanford University under the auspices of the Office of Naval Research.
Article
This paper covers management's responsibility for (1) design of product; (2) specification of service offered; (3) measurement by simple statistical methods of the amount of trouble with product or with service that can be ascribed to causes that only management can act on; (4) action on the causes so indicated. It shows by principle and by example how management may observe week by week the effects of guided effort toward reduction of trouble. The paper upsets a number of commonly accepted principles of administration. For example, a job-description, for best economy, should require the production-worker to achieve statistical control of his work; to meet specifications without paying the high cost of inspection, rework, and replacement. Statistical evidence of performance replaces opinion of foreman and supervisor. As a second principle, it is demoralizing and costly to call the attention of a production-worker to a defective item when he is in a state of statistical control. The fault for the defective item is not chargeable to the worker, but to the system. Fewer defectives can come only from a change in the system, not from efforts of the production-worker. Third, it is better to shift to a totally different job a worker that has developed statistical control of bad habits in his present job. All variation in quality-characteristics (dimension, hardness, color) causes loss, whether the variation results in defective product or not. Economies in manufacture are a natural consequence of reduction in the variation of a quality-characteristic. The author divides causes of variation into two sources: (1) the system (common causes) , the responsibility of management; (2) special causes, which are under the governance of the individual employee. In the author's experience, losses from the system overshadow losses from special causes. The same principles apply to sales and to service.
Article
Many new approaches and applications have been developed in the area of the economic design of process control charts. This article provides a survey and brief summary of the work on economic designs published during the period from 1981 through 1991.
Article
We review the history of statistical process control research from its origins at Bell Laboratories with Shewhart in 1924 up to the present and integrate it with the history of the larger total quality management movement that emerged from these same statistical process control origins. The original research was very philosophical and very practical and is still implemented today. Our view is that the majority of the enormous research literature after Duncan's 1956 seminal paper on optimal design of control charts has had little practical relevance. The research formulations became more mechanical, less philosophical and less practical. We explore the reasons for this and make suggestions for new research directions. We also propose changes in the supporting industry-university relationships to facilitate a program of more relevant research in statistical process control.
Article
This paper outlines some of the general considerations which must be taken into account in setting up any practical sampling inspection plan. An economical method of inspection is developed in detail for the case where the purpose of the inspection is to determine the acceptability of discrete lots of a product submitted by a producer. By employing probability theory, the method places a definite barrier in the path of material of defective quality and gives this protection to the consumer with a minimum of inspection expense.
Article
The design of control charts with respect to economic criteria has been the subject of considerable study during the last three decades. Several different process models have been developed and applied to most of the major types of control charts. This paper reviews and analyzes these economic decision models. Some discussion of the practical implementation of economic design procedures for control charts is also given.
Article
The writers have adjusted and extrapolated the compressibility data obtained by Bartlett and his collaborators on nitrogen, so that very accurate p−v−T data from — 70 to 600° and up to 1200 atm. are available. A suitable graphical scheme has been devised for obtaining the derivatives (dvdp)T, (dvdT)p, (d2vdT2)p at any point in order that some of the physical properties of the gas can be calculated. This graphical scheme depends on the relation of α≡RTp−v and Δ≡v(pvRT−1) to p, v, T, and on the relations of the derivatives of α and Δ to the derivatives of v. Errors in the estimation of the slope of an α or Δ curve at any point introduce much smaller errors into the derivatives of v, since the derivatives of α and Δ enter as correction terms to the derivatives of v just as α and Δ are corrections to v itself.
Article
This article addresses several important issues related to control charting in the process industries, including deciding what, when, and where to measure; understanding of process variation, overcontrol, stratification, mixing, and autocorrelation; and..
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