Initiating Quality Management in a Small Company

Purpose The purpose of this paper is to identify critical aspects of Quality Management (QM) adoption in a small company. QM is more widely applied in large companies than in small ones. Previous research has pointed to QM ideas as sound and valid for small companies, but that many such initiatives fail because of poor implementation. With scarcity of resources and expertise, it is critical to study how QM can be initiated in small companies with often sceptical ownermanagers. Design/methodology/approach This paper is based on a single case study of a small company; data has been collected through two sets of interviews: one in late 2009 and one in mid-2012, as well as project reports and public financial data. This allows for a study of the adoption process over time. Findings This study points to four critical areas when initiating QM work in a small company: the importance of initiation, the importance of contextualisation, QM adoption as an iterative process, and the need for external support. Originality/value This paper highlights the importance of overcoming small business owners' reluctance towards QM. Most research on QM initiatives in small companies has focused on the stages that follow an actual decision to begin a QM initiative. This paper shows that it is critical to carefully consider the stages leading to the decision. Further, it contributes with a case study on a small company, otherwise uncommon in QM research

Quality Management Model Focusing on Good Agricultural Practices to Increase Productivity of Pomegranate Producing SMEs in Peru

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.Peru’s pomegranate productivity is 10.3 tons, which is almost a third of that produced by Turkey (27.5 tons) and almost half of that produced by Spain (20 tons). In this sense, it is necessary that the organizations know the importance of quality management to monitor and maintain product quality. It is important to consider the appropriate methods to adopt and implement quality management so that MSEs may develop a better understanding of how quality management systems should be implemented and the significant, positive impact they generate. This document proposes a model based on quality management and good practices, which frames a series of activities and criteria to provide an objective diagnosis. This model was developed based on information gathered from SMEs in the district of Santiago de Ica

Management model based on the lean thinking method for medium-sized peruvian companies in the apparel sector

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.The waste and reprocess problem in Peruvian apparel companies is greater than expected. After reviewing a history of losses and reprocesses, an innovative technical solution based on a combination of Lean Manufacturing and Agile tools is presented herein. This innovative proposal is implemented in the areas of cutting, embossing, and sewing in an apparel company. Value Stream Mapping results before and after implementing the proposed model are compared. The major achievement of this model is the significant reduction in loss percentage after two weeks of implementation

Lean and Green – Synergies, Differences, Limitations, and the Need for Six Sigma

Part 1: Knowledge-Based SustainabilityInternational audienceHistorically, profitability and efficiency objectives have been the prevailing interest for organisations. However, the move towards green operations has forced companies to seek alternatives to combine these with green objectives and initiatives. Green lean is the result of this combination. The purpose of this paper is to critically discuss the green lean approach and the potential benefits of integrating Six Sigma to enhance its effectiveness. The paper is based on a literature review that discusses the synergies and differences of lean and green, and its main limitations. Departing from the limitations identified, the paper then proposes Six Sigma, and specially its problem solving methodology DMAIC, as an approach that may help in overcoming the limitations of green lean. Thus, the paper conceptually proposes Green Lean Six Sigma. It intends to offer academics, researchers and practitioners interested in lean and green with some initial conceptual ideas regarding their possible integration with Six Sigma