Critical aspects of quality method implementation

Karlsson, Soren; Wiklund, Pia Sandvik

doi:10.1080/09544129710440

Cited by 9 publications

(2 citation statements)

References 6 publications

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“…The steps in Six Sigma projects (DMAIC or DMADV) are similar to PDCA (Choo et al, 2007a;Shewhart, 1931Shewhart, , 1939. The PDCA cycle is a well-established framework for process improvement where it focuses on continuous learning and knowledge creation (Deming, 1993), which is the key in the success of any quality improvement initiative (Karlsson & Sandvik Wiklund, 1997;Wiklund & Wiklund, 2002). While companies may use different terminologies for their Six Sigma projects, by adhering to a unified and well-established framework such as PDCA we attempt to integrate Six Sigma projects under the PDCA cycle.…”

Section: Total Quality Management 417mentioning

confidence: 99%

A framework for effective Six Sigma implementation

Jones

Parast

Adams

2010

Total Quality Management & Business Excellence

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In this paper, we introduce a framework for implementing Six Sigma. We utilise the PDCA cycle (Plan-Do-Check-Act) to operationalise Six Sigma implementation. By defining Six Sigma as projects aimed at achieving specific goals, we address the importance of executive commitment and the role of Black Belts in effective implementation of Six Sigma projects. In addition we link implementation of Six Sigma with quality management and the PDCA cycle. Several propositions have been developed and key areas of research have been identified.

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Section: Total Quality Management 417mentioning

confidence: 99%

A framework for effective Six Sigma implementation

Jones

Parast

Adams

2010

Total Quality Management & Business Excellence

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“…A deviation from the 20-element structure is, however, rarely visible. Long-term evaluation and participation concepts involving employees are seldom applied (Karlsson and Sandvik Wiklund, 1997).…”

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confidence: 99%

SME integrated management system: a proposed experiences model

Mackau¹

2003

The TQM Magazine

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In the past, many management systems have been developed. This paper describes a new concept especially suitable for small-and medium-sized enterprises that integrates different kinds of management systems. First of all, requirements for a reference model have been derived. Then, as one objective is to increase acceptance of management systems, employee participation measures have been considered in order to enhance longterm success. Finally, results from a case study in a small construction company in Germany are presented. The integrated management system in the case study is built up in a process-oriented way and considers the standards ISO 9001 (quality), ISO 14001 (environment) and SCC (occupational safety). Several measures to stimulate employee participation are described and evaluated, e.g. vision workshop, CI-circle, use of project groups to identify, visualise and revise work processes.

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