There is More to Quality than Continuous Improvement: Listening to Plato

Sower, Victor E.; Fair, Frank

doi:10.1080/10686967.2005.11919235

Cited by 27 publications

(19 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Both operations management and supply chain management have a long-term focus. Quality management practices focus on longterm or continuous improvements in internal processes or procedures (Anderson et al 1994, Alukal 2003, Talha 2004, Sower and Fair 2005. Supply chain management has traditionally been focused on long-term commitments to suppliers.…”

Section: Valuing Employees and Partnersmentioning

confidence: 99%

On differences in how operations and supply chain managers approach quality management

Foster

Ogden

2008

International Journal of Production Research

View full text Add to dashboard Cite

In this research, we administered surveys to operations and supply chain managers from different companies to better understand how they approached quality management. The underlying research question was whether the increased emphasis in supply chain management in the workplace had implications for how quality management is practiced and how quality-related values are emphasised. We found that those who identified themselves as supply chain managers utilised and emphasised quality tools and values to a greater extent than those who identified themselves as operations managers. The tools emphasised by supply chain managers included benchmarking, complaint resolution, design for the environment, ERP, supplier development, focus groups, and supply chain management. The primary theoretical implication of this study is that there exists an emerging field that we can term 'supply chain quality'. This study provides a preliminary outline of the domain of this field.

show abstract

Section: Valuing Employees and Partnersmentioning

confidence: 99%

On differences in how operations and supply chain managers approach quality management

Foster

Ogden

2008

International Journal of Production Research

View full text Add to dashboard Cite

show abstract

“…To those not involved in quality improvement in a professional capacity, it might appear relatively simple to define quality; however, more than 2000 years after Plato invented this term, there is still great debate regarding the meaning of the word [15,16]. The American Society for Quality (ASQ) defines quality as ''a subjective term for which each person has his or her own definition [17].…”

Section: Customer Perspective In Quality Improvementmentioning

confidence: 99%

“…This definition means that the product or service should be able to consistently deliver potential customers' needs, doing: ''things right all the time'' [2]. According to a User-based Approach, quality can be defined as ''meeting or exceeding customer satisfaction'' [15,16,18]. For some of the pioneers of the modern quality movement (Walter Stewhart, Edwards Deming and Joseph Juran), this is the most important definition of quality in the economics-setting [15,16,19].…”

Section: Customer Perspective In Quality Improvementmentioning

confidence: 99%

“…According to a User-based Approach, quality can be defined as ''meeting or exceeding customer satisfaction'' [15,16,18]. For some of the pioneers of the modern quality movement (Walter Stewhart, Edwards Deming and Joseph Juran), this is the most important definition of quality in the economics-setting [15,16,19]. An imbalance between customer expectation and what the service or product actually provides can cause customer defections, reduced quality, higher costs and wasted time [19].…”

Section: Customer Perspective In Quality Improvementmentioning

confidence: 99%

See 1 more Smart Citation

Money matters: exploiting the data from outcomes research for quality improvement initiatives

et al. 2009

View full text Add to dashboard Cite

In recent years, there has been an increase in studies that have sought to identify predictors of treatment outcome and to examine the efficacy of surgical and nonsurgical treatments. In addition to the scientific advancement associated with these studies per se, the hospitals and clinics where the studies are conducted may gain indirect financial benefit from participating in such projects as a result of the prestige derived from corporate social responsibility, a reputational lever used to reward such institutions. It is known that there is a positive association between corporate social performance and corporate financial performance. However, in addition to this, the research findings and the research staff can constitute resources from which the provider can reap a more direct benefit, by means of their contribution to quality control and improvement. Poor quality is costly. Patient satisfaction increases the chances that the patient will be a promoter of the provider to friends and colleagues. As such, involvement of the research staff in the improvement of the quality of care can ultimately result in economic revenue for the provider. The most advanced methodologies for continuous quality improvement (e.g., six-sigma) are data-driven and use statistical tools similar to those utilized in the traditional research setting. Given that these methods rely on the application of the scientific process to quality improvement, researchers have the adequate skills and mind-set to embrace them and thereby contribute effectively to the quality team. The aim of this article is to demonstrate by means of real-life examples how to utilize the findings of outcome studies for quality management in a manner similar to that used in the business community. It also aims to stimulate research groups to better understand that, by adopting a different perspective, their studies can be an additional resource for the healthcare provider. The change in perspective should stimulate researchers to go beyond the traditional studies examining predictors of treatment outcome and to see things instead in terms of the ''bigger picture'', i.e., the improvement of the process outcome, the quality of the service.

show abstract

“…These techniques enhance the ability of QFD to fully capture the data needed to make improvements in existing programs and/or services. Below are tools recommended for use as part of a wider QFD study (Andronikidis et al, 2009;Chen, 2013;Sower & Fair, 2005). Figure 4 illustrates where and how these fit within the QFD HoQ.…”

Section: Quality Function Deployment (Qfd)mentioning

confidence: 99%

Using the QFD Matrix as a Major Continuous Improvement Tool to Improve Organizational Quality

Mohsin

Padró

Trimmer

2018

Cases on Quality Initiatives for Organizational Longevity

View full text Add to dashboard Cite

EXECUTIVE SUMMARY This is a case study of an Australian higher education institution (HEI) using quality function deployment (QFD) to identify areas of improvement in serving and meeting the needs of international students enrolled at this university. The composite institution reflects what is currently happening at the time of this writing as part of a process of determining international student needs and ensuring that these are met while meeting academic and institutional requirements (IR

show abstract

There is More to Quality than Continuous Improvement: Listening to Plato

Cited by 27 publications

References 9 publications

On differences in how operations and supply chain managers approach quality management

On differences in how operations and supply chain managers approach quality management

Money matters: exploiting the data from outcomes research for quality improvement initiatives

Using the QFD Matrix as a Major Continuous Improvement Tool to Improve Organizational Quality

Contact Info

Product

Resources

About