Diagnosing total quality management - Part 2

From extensive literature research a total quality management (TQM) model is developed. This model describes the basic elements of the concept of TQM. It also provides the way in which the basic elements can be made operational in practice. Based on this model a quality-diagnostical instrument is developed to establish the actual TQM-situation in an organization. The instrument has been tested in two cases in an existing company and the results look promising for purposes of using the instrument in the process of realizing TQM and 'measuring' and stimulating continuous quality improvement

Driving collaborative improvement processes

Continuous improvement is a consolidated concept in theory and practice, mainly in the context of stand-alone companies. However, the battlefield of competition is increasingly moving from the level of individual firms to that of organizational settings based on loose company boundaries and collaborative relations among different units, such as the extended manufacturing enterprises (EMEs). The concept of continuous improvement has hardly been applied in inter-organizational settings. The purpose of this paper is to propose preliminary theory on collaborative improvement (CoI), i.e. continuous improvement at the EME level. Based on a literature study on supply networks and continuous improvement, evidence from an in-depth case study of a large Dutch system integrator in the automotive industry and three of its suppliers, a model of CoI is proposed, explaining how collaborative improvement takes place within the EME context

Continuous improvement in The Netherlands: a survey-based study into current practices

Continuous Improvement (CI) is a well-known and consolidated concept in management literature and practice, and is considered vital in today's business environment. In 2003, a survey, which is part of the international CINet survey, was conducted in The Netherlands in order to gain insight into current practices and the evolution of continuous improvement over the past five years. This article describes the results of the Dutch survey, from a sample of 51 companies. The main motives found for continuous improvement were customer satisfaction, productivity, quality, and delivery reliability. CI contributed to several performance areas, but the implementation of CI was fraught with many difficulties. It appears that it is difficult for companies to design and implement an approach towards continuous improvement that is in line with their own perceptions

Creating shared mental models: The support of visual language

Cooperative design involves multiple stakeholders that often hold different ideas of the problem, the ways to solve it, and to its solutions (i.e., mental models; MM). These differences can result in miscommunication, misunderstanding, slower decision making processes, and less chance on cooperative decisions. In order to facilitate the creation of a shared mental model (sMM), visual languages (VL) are often used. However, little scientific foundation is behind this choice. To determine whether or not this gut feeling is justified, a research was conducted in which various stakeholders had to cooperatively redesign a process chain, with and without VL. To determine whether or not a sMM was created, scores on agreement in individual MM, communication, and cooperation were analyzed. The results confirmed the assumption that VL can indeed play an important role in the creation of sMM and, hence, can aid the processes of cooperative design and engineering

Continuous improvement in the Netherlands: A survey-based study into the current practices of continuous improvement

Continuous Improvement is a well-known and consolidated concept in literature and practice and is considered vital in today¿s business environment. In 2003 a survey, as part of the international CINet survey, has been performed in the Netherlands in order to gain insight into the current practices and the evolution of continuous improvement over the past 5 years. From a sample of 51 companies, this paper describes the results of the Dutch survey. The main motives for continuous improvement are customer satisfaction, productivity, quality and delivery reliability. Continuous improvement contributed to several performance areas, but the implementation is fraught with a lot of difficulties. It appears to be difficult for companies to design and implement an approach towards continuous improvement that is in line with their own perception