scholarly journals Total Quality Management and Quality Circles in the Digital Lean Manufacturing World

2019 ◽  
pp. 3-11 ◽  
Author(s):  
David Romero ◽  
Paolo Gaiardelli ◽  
Daryl Powell ◽  
Thorsten Wuest ◽  
Matthias Thürer
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Lean Manufacturing ◽  
Quality Circles ◽  
Total Quality

Why Are There So Many Different Continuous Improvement Models?

2019 ◽  
Vol 9 (1) ◽  
pp. 73-91 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Business Process ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Profit Maximization ◽  
Customer Retention ◽  
Total Quality ◽  
Maximum Profit

This article examines the implementation of continuous improvement patterns and the various continuous improvement (CI) models used in an organization. Despite the size of an organization, the goal is to achieve the maximum profit by pursuing continuous improvement. There are certain models and theories used in organizations for this reason, which include total quality management, business process re-engineering, Six Sigma, and Lean manufacturing methodology. These models are not only concerned with customer retention and profit maximization, but they are also equally effective for the employee's wellbeing. Different methodologies used in continuous improvement processes will help industrial engineers simplify complex tasks by applying CI tools to different situations. However, the key is to understand what tools and models are appropriate for each application.

Distinguishing Adoption and Entrenchment of Management Practices: A Framework for Analysis

1999 ◽  
Vol 20 (5) ◽  
pp. 741-776 ◽  
Author(s):  
Gerald Zeitz ◽  
Vikas Mittal ◽  
Brian McAulay
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Institutional Theory ◽  
Management Practices ◽  
Future Research ◽  
Quality Circles ◽  
Total Quality ◽  
Technical Rationality ◽  
Two Stages ◽  
Culture Education

This paper distinguishes two stages of management practices in organizations initial adoption and institutional entrenchment. Adopted practices that are not yet entrenched are referred to as fads, and entrenchment is defined as the embedding of practices such that they are likely to endure and resist pressure for change. Next, the paper proposes five bases that give rise to both adoption and entrenchment: modelling, culture, education, regulation, and technical rationality. Modelling is seen to be operative mostly in the initial adoption phase, while culture and education are characteristic of the entrenchment stage. Based on these, a framework is offered to help researchers assess the extent to which a practice is a fad or has been entrenched. The framework is used in an abbreviated example to illustrate the differences between quality circles (a practice popular in the early 1980s) and total quality management (a complex set of practices indicative of institutionalization). The evidence, once organized within the framework, shows that TQM is indeed considerably more entrenched than quality circles were at similar stages in their usage in organizations. The paper ends with some suggestions for future research of which the key is that a clear distinction between mere adoption and entrenchment is vital to the development of institutional theory.

scholarly journals Análise do Uso do Pensamento Estatístico e de Técnicas Estatísticas em Empresas Industriais do Estado de São Paulo

2019 ◽  
Vol 14 (2) ◽  
Author(s):  
Heitor Alves Santos ◽  
José Carlos Toledo ◽  
Adriana Barbosa Santos ◽  
Fabiane Letícia Lizarelli
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Lean Manufacturing ◽  
Sao Paulo ◽  
São Paulo ◽  
Total Quality ◽  
Total Productive Maintenance

Programas de melhoria como o Lean Manufacturing, Total Quality Management, Seis Sigma (SS), Lean Seis Sigma (LSS) e Total Productive Maintenance, focam a melhoria de processos e, em diferentes níveis, são fundamentados no Pensamento Estatístico (PE) e em Técnicas Estatísticas (TE). Este artigo apresenta os resultados de uma pesquisa survey com 243 empresas industriais do Estado de São Paulo, com objetivo de analisar o uso do PE e de TE em empresas que adotam esses programas e os efeitos percebidos no desempenho operacional com esse uso. Foi Identificado um grupo de empresas consideradas mais avançadas, composto por 17% da amostra, nas quais o uso do PE e TE, no controle e melhoria de processos, é mais presente e com melhores resultados operacionais e benefícios percebidos. O uso de Programas SS e LSS, há mais de 5 anos, contribuiu para que essas empresas incorporassem mais intensamente os princípios do PE e as TE. Mas, na amostra total, apesar da ampla difusão de programas de melhoria que fazem uso de princípios e técnicas estatísticas, ainda são poucas as empresas em que esse uso estaria consolidado.

scholarly journals Implementación de las herramientas del Lean Manufacturing y sus resultados en diferentes empresas

2020 ◽  
Vol 1 (2) ◽  
pp. 51-59
Author(s):  
JORGE NELSON MALPARTIDA GUTIÉRREZ ◽  
LUIS EDGAR TARMEÑO BERNUY
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Total Quality

En toda empresa manufacturera es imprescindible lograr un proceso de producción óptimo que garantice el éxito y el alcance de los objetivos y metas propuestas. Por consiguiente, se tiene que uno de los problemas más importantes que debe enfrentar la dirección y los encargados de producción, es la introducción de herramientas que permitan la mejora de los procesos productivos, las cuales deben ser implementadas en la medida adecuada para llevar a cabo su aplicación de manera correcta, para poder solventar las situaciones particulares donde sea necesario tomar medidas preventivas. En el presente trabajo se realiza un análisis de una metodología adecuada de implementación de las herramientas de Lean Manufacturing, que permita la ejecución de las mismas para mejorar los procesos productivos y eliminar los desperdicios o defectos de producción. Para cumplir con dicho objetivo, se ha realizado un análisis comparativo entre las metodologías de Total Quality Management, Lean Manufacturing y Six Sigma. Mediante una lluvia de ideas realizada con expertos y personal involucrado en diferentes empresas manufactureras de la ciudad de Lima, se pudo observar que la calificación más alta obtenida en la evaluación corresponde a la metodología Lean Manufacturing, de acuerdo a los criterios establecidos para dicha evaluación.

scholarly journals The Effects of Implementing 5S as the Foundation for Work Improvement on the Workplace

2018 ◽  
Vol 1 (1) ◽  
pp. 451-455
Author(s):  
Celina Bartnicka
Keyword(s):  
Quality Management ◽  
Human Resources ◽  
Total Quality Management ◽  
Six Sigma ◽  
Manufacturing Process ◽  
Lean Manufacturing ◽  
Continuous Process ◽  
Technical Aspect ◽  
Total Quality ◽  
Organizational Aspect

Abstract The article presents the main aspects which require attention when optimizing and improving the manufacturing process, i.e.: the human resources aspect, the technical aspect and the organizational aspect. Concepts such as the Total Quality Management, Six Sigma or Lean Manufacturing claim that work improvement should be a continuous process. The foundation for implementing the improvement of processes, regardless of the concept, are well-organized and orderly workplaces as well as standardization, which can be achieved thanks to the Japanese 5S method.

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