Quality management and personnel participation: Improvement teams, a solution for ISO 9000 system maintenance problems in small to medium‐sized enterprises

Prado, José Carlos Prado; Fernández-González, Arturo J.; García-Lorenzo, Antonio

doi:10.1002/hfm.10061

Cited by 10 publications

(2 citation statements)

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“…Most of these studies, such as those by Llorens et al (2003), Singh and Smith (2004), and Hoang et al (2006), have been theoretical studies of organizations that have implemented total qual- The academic debate as to whether the ISO 9001:2000 standard is defined as a QA system or a model for quality management and/or TQM is not the aim of this article. According to Prado et al (2004), the concept "(quality) management" did not appear in the standard ISO 9000 until the modification realized in the year 2000, when the standard's title was changed from the concept "(quality) assurance. "…”

Section: Introductionmentioning

confidence: 98%

Relationship between quality‐management systems and organizational innovations

Llach

Marimón

2010

Hum Ftrs & Erg Mfg Svc

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The purpose of this study is to ascertain whether there is any correlation between the implementation of quality-management systems (QMSs) in manufacturing firms and the use of certain organizational innovations in those firms. A conceptual model of the relationships among the constructs of "organizational innovations" and "level of quality management" is proposed and tested. The study finds a correlation between the level of quality management in an organization and the implementation of procedural organizational innovations. Because the study is pioneering and exploratory in nature, the analysis is confined to the use of a limited number of organizational innovations in Spanish manufacturing firms. The findings will assist managers to make appropriate strategic decisions when implementing QMSs. C 2010 Wiley Periodicals, Inc.

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Section: Introductionmentioning

confidence: 98%

Relationship between quality‐management systems and organizational innovations

Llach

Marimón

2010

Hum Ftrs & Erg Mfg Svc

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“…6. Official improvement teams: Interdisciplinary work teams formalize the planning and deployment processes, and they participate at all levels (Prado, Fernández-González & García-Lorenzo, 2004). These teams should develop an adequate organization plan based on the scope of the implementation, considering clear roles and defined hierarchies for efficient monitoring and control (García-Sabater & Marín-García, 2009).…”

Section: Continuous Improvement Sustainabilitymentioning

confidence: 99%

Key lessons to maintain continuous improvement: A case study of four companies

Paipa-Galeano¹,

Bernal-Torres²,

Otálora³

et al. 2020

JIEM

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Purpose: The purpose of this paper is to analyze the conditions under which continuous improvement practices are developed and to determine what success factors and barriers affect the sustainability of these practices in order to establish strategies that reduce the risk of failure of improvement proposals in companies.Design/methodology/approach: The paper presents a rigorous review of the success factors and barriers in the implementation of continuous improvement models in companies and a multiple case study in which four successful companies located in Bogota, Colombia, were compared using Bessant's maturity model.Findings: The results suggest the existence of systematic improvement processes in the four companies analysed in favour of the improvement of business competitiveness. After a convergence exercise between the success factors identified in the literature and the routines of the evaluation model used to identify the maturity of the companies in terms of improvement, five strategic fronts were identified to achieve sustainable improvement proposals:(1)have management commit to the improvement and guarantee resources, (2) define a methodology to implement, (3) facilitate and systematize the information on the interventions, (4) design training programs and incentives to encourage employee involvement, and (5) generate a verification and control system to provide real-time feedback on the progress of the improvement actions.Research limitations/implications: This research paper was limited by the analysis of four large Colombian companies, which did not allow the generalizability of findings. Therefore, the study offers interesting insights on the empirical evidence on the lessons learned from continuous improvement practices in order to support managers on better decision making and for the academics on better understanding continuous improvement drivers.Originality/value: The present investigation provides a conceptual framework for future studies related to the sustainability of continuous improvement in industry, approaching this topic from a theoretical and practical perspective.

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Human factors in quality management

Mantura¹

2008

Hum Ftrs & Erg Mfg Svc

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This article shows the results of research regarding the importance and the role of human factors in quality management in production enterprises. In creating the concept of systematizations of human factors in quality management an anthropocentrism rule was accepted and resulting from it a category of life quality. Acceptance of this rule led to a multiaspect and comprehensive approach to human factors in quality management. An interpretation of the notion of quality was made, adequate to needs, goals, and requirements of a human. Additionally, a cybernetic model of quality management system was elaborated. Human factors was exhibited in the manager's and executor's roles in quality management systems in enterprise as well as to the roles of creators, producers, and users (customers) in product life cycles. An existence of human factors in ISO norms regarding quality management, work safety, and hygiene management and environment management was also shown. The objective of this article is a comprehensive identification and systematization of aspects of human factors in quality management. C 2008 Wiley Periodicals, Inc.

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Quality management and personnel participation: Improvement teams, a solution for ISO 9000 system maintenance problems in small to medium‐sized enterprises

Cited by 10 publications

References 10 publications

Relationship between quality‐management systems and organizational innovations

Relationship between quality‐management systems and organizational innovations

Key lessons to maintain continuous improvement: A case study of four companies

Human factors in quality management

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