Factors influencing control charts usage of operational measures

Öberg, Anna Ericson; Hammersberg, Peter; Fundin, Anders

doi:10.1108/mbe-08-2016-0041

Cited by 3 publications

(1 citation statement)

References 28 publications

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“…Deming (1993, p. 68) refers to actions taken to improve organisations without considering the presence of variation, as tampering . Lack of considering whether a problem is a real problem, a signal or just noise has led to solving “non-problems” and time wasted to look for non-existent root causes (Ericson Öberg et al , 2017). Compared to some of Deming’s other concepts as the Plan-Do-Study-Act cycle that have been studied and adapted to contemporary organisations and contexts, tampering has received scarce attention.…”

Section: Introductionmentioning

confidence: 99%

Deming’s tampering revisited: definition and future research agenda

Smeds

2021

IJQSS

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Purpose How do organisations know which problems are worthy of their attention? Despite good intentions, many attempts to solve problems fail. One reason for this failure might be because of attempts to solve non-problems or to solve problems with insufficient means, a concept proposed by Deming as tampering. The purpose of this paper is to suggest a definition of tampering, outline what is currently known about possible practical implications of tampering and to suggest how to extend this knowledge by proposing an agenda for future research. Design/methodology/approach To fulfil the purpose, a narrative literature review was conducted. Findings Through this review, common aspects of what constitutes tampering are identified and the following definition is proposed: Tampering is a response to a perceived problem in the form of an action that is not directed at the fundamental cause of the problem, which leads to a deterioration of the process or the process output. In addition, recommendations are generated regarding how tampering manifests itself in practice and why tampering occurs. These recommendations could be studied in future research. Originality/value To the best of the authors’ knowledge, this is the first paper that suggests a revitalisation of tampering. The results presented in this paper form the basis for continued studies on how tampering in organisations can be understood, managed and prevented.

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Section: Introductionmentioning

confidence: 99%