Forces affecting one Lean Six Sigma adoption process

<b>Purpose</b> The purpose of this paper is to identify forces (in the form of converters and inhibitors) of Lean Six Sigma adoption by studying the gradual adoption of Lean Six Sigma in a medium-sized Swedish manufacturing company. The paper suggests how the converters and inhibitors interact toward increased maturity of the adoption and, in this case, stagnation thereof. <b>Design/methodology/approach</b> Thirteen interviews were recorded and analyzed to identify converters that were moving the process forward or backward, as well as inhibitors that caused it to linger. <b>Findings</b> It was discovered that activities that had initially moved the process forward were not sufficient to move it beyond its current point. However, an increased knowledge of Lean Six Sigma throughout the organization now prevents the process from moving in the opposite direction. In this medium-sized Swedish manufacturing company, Lean Six Sigma becomes a framework for thought and communication during Lean work. <b>Research limitations/implications</b> The study benefited from considering forces pushing the process forward as well as backward. Thus, we suggest that future studies will benefit from focusing beyond critical success factors (CSFs) that may at times be static in nature. As a limitation, for discussions about the past, the memories of interviewees generally may have a tendency to be biased. <b>Originality/value</b> The paper contributes knowledge of Lean Six Sigma adoptions and how they may attain greater future success by reporting on difficulties and setbacks in the current gradual adoption process in a chosen company

Initiating Quality Management in a Small Company

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 owner-managers. 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 (mandatory) 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

Adopting new ways of working in small and medium-sized enterprises: findings from interventions in 12 European companies

This paper elaborates on the factors to be considered in order for interventions (activities aimed at introducing new ways of working through a series of focused activities in an organisation) to lead to long-term effects inside small and medium-sized enterprises (SMEs). Its purpose of it is to describe how interventions can be carried out in order for SMEs to adopt new ways of working by understanding the context, process and content of an intervention. The results of this study suggest that in designing interventions for the SMEs, the context aspects of an intervention must be carefully considered. Not only is the process or context of an intervention important, but so is the content. As a consequence, we suggest content that accomplishes the following: (1) supports the formulation of strategies; (2) encourages dialogue and (3) uses company data. The paper is based on a multiple case study of 12 SMEs from 6 European countries undergoing similar interventions within the FutureSME project. These long-term relationships within a large-scale project have provided access and a rare opportunity to conduct research on this often overlooked business sector. The empirical data have been collected through company presentations, structured reports and narratives. The material has been subject to a cross-case analysis

A model for adoption of quality management in SMEs

Since its dawn several decades ago, quality management (QM) has become established as a concept for improving organisations. It is often manifested in companies today in various initiatives, such as “lean”, “Six Sigma” or “the Company Production System”. However, adoptions of QM are scarce in small and medium-sized enterprises (SMEs). Historically, some research has considered QM as universally applicable. However, it is seen that characteristics of individual organisations, and different parts of QM adoption processes, influence what practices that are favourably applicable in SMEs. The purpose of this paper is to investigate what processes of QM adoption in the SME context can look like. This will consequently aid practitioners and researchers in better understanding QM adoption processes, in particular in the SME context.The results of this paper are based two case studies of a small and medium sized company, respectively, and two case studies of improvement programmes for SMEs. These studies have helped identify a number of important stages of the QM adoption process: awareness and need, competence, adaptation, implementation, study, and action. Importantly, adoption processes should be viewed as complex and iterative in nature. In order to understand adoption processes, it is critical to recognise them as non-linear, and that they are not exclusively progressing but may also regress. These findings are further synthesised into a model that may provide practical guidance and inspiration for planning an adoption, as well as structure for analysing adoption processes

Exploring Quality Management Implementation Factors: In-depth study at one smaller company

PurposeQuality management (QM) is today well recognized and often, in some form or another, incorporated in the daily operations of larger companies. Since the fledgling start over decades ago, it is recognized a mature field (Sousa & Voss, 2002). However, this is mainly true for larger organizations since historically the main focus for research regarding QM has been on larger organizations (as stated by e.g. Beheshti & Lollar, 2003; Kuratko, Goodale, & Hornsby, 2001; Thomas & Webb, 2003; Yusof & Aspinwall, 1999). Many debaters argue that small organizations most often are anything but small counterparts of the larger ones (e.g. Bridge, O\u27Neill, & Cromie, 2003; Storey, 1994; Welsh & White, 1981), or as Welsh and White put it in the title of their paper from 1981: “A small business is not a little big business”. What this means is that small organizations have their own set of strengths and weaknesses, notably is for example the lack of financial muscles and the personalized management. The purpose of this paper is to provide insight into what is needed for the implementation of QM in a smaller company.ApproachThis paper uses findings from Assarlind and Gremyr’s literature review on critical implementation factors for QM in smaller companies (2009), which categorizes these factors into Involve external support, Involve employees, Implement gradually with realistic goals, Involve management, Track performance and benchmark, and Contextualize to the organization. Many of the practices identified by Assarlind and Gremyr can be identified in a typical QM framework (Bergman & Klefsj\uf6, 2003; Dean & Bowen, 1994; Hackman & Wageman, 1995), although with slightly different emphasizes. What is not typical however is the focus on resources. Smaller companies have a harder time freeing resources (monetary as well as employee time). Smaller companies tend to lack the resources of larger companies (Jones, Knotts, & Brown, 2005).MethodThis paper relates these critical implementation facotrs to the situation at the case company which is a small manufacturing characteristic company. Aligning with the arguments of Dyer and Wilkins (1991), the focus is on giving a rich description of relevant events, together with analysis, rather than providing absolute constructs. It is based on interviews with the owner-manager, production manager, operators and the company change leader.Findings / Value of paperThe case describes a transformation of a fairly, in operational terms, undeveloped company. It points out that implementation of QM in smaller companies might be easier than in larger ones due to strong and influential owner-managers. However, actually reaching the owner-manager is identified as a critical and difficult issue, and this is area which is only scantly addressed in literature today. This paper applies conceptual literature to an empirical case. It relates strengths and weaknesses in these and suggests where more research focus should be aimed. The empirical description itself is valuable and further studies like this are needed in order to move the scientific area from its current conceptual phase to being more practical oriented

Antecedents for Quality Management in Small and Medium Enterprises

Small and medium sized enterprises (SMEs) are fundamental pillars of any national economy, often employing more people than large companies. Unlike larger companies, however, they often lack systematic ways to improve their operations. Quality Management (QM) has become recognised as a viable way to improve the quality of products and processes and large companies often use QM ideas as part of their operations. Historically, the main focus for QM research has been on larger organisations rather than SMEs. Since SMEs have their own set of strengths and weaknesses, such as their personalised management and lack of financial strength, respectively, it is not always possible to use traditional QM ideas in SMEs directly.The purpose of this thesis is to investigate antecedents for QM ideas and practices in SMEs, thereby contributing to the knowledge on how to adopt QM in SMEs. Three papers are presented in order to achieve this aim. The first paper uses a case study to show a successful example of QM in a large company, which serves as a baseline for how a successful QM initiative may look. The paper also discusses the need to contextualise any improvement initiative in any company. The second paper is a literature review on the adoption of QM in SMEs. It synthesises and groups recommendations, creating a collection of important issues for SMEs to consider when adopting QM. The paper highlights the importance of external support for these endeavours and reinforces the idea that contextualisation is always important. The third paper is based on a case study in a small company, which successfully made crucial changes. The paper investigates this case in the light of Paper I and Paper II. Paper III reveals that although methods for small companies do not need to be very different from large ones, there can be some obstacles in the adoption process itself

Antecedents for Quality Management in Small and Medium Enterprises

Small and medium sized enterprises (SMEs) are fundamental pillars of any national economy, often employing more people than large companies. Unlike larger companies, however, they often lack systematic ways to improve their operations. Quality Management (QM) has become recognised as a viable way to improve the quality of products and processes and large companies often use QM ideas as part of their operations. Historically, the main focus for QM research has been on larger organisations rather than SMEs. Since SMEs have their own set of strengths and weaknesses, such as their personalised management and lack of financial strength, respectively, it is not always possible to use traditional QM ideas in SMEs directly.The purpose of this thesis is to investigate antecedents for QM ideas and practices in SMEs, thereby contributing to the knowledge on how to adopt QM in SMEs. Three papers are presented in order to achieve this aim. The first paper uses a case study to show a successful example of QM in a large company, which serves as a baseline for how a successful QM initiative may look. The paper also discusses the need to contextualise any improvement initiative in any company. The second paper is a literature review on the adoption of QM in SMEs. It synthesises and groups recommendations, creating a collection of important issues for SMEs to consider when adopting QM. The paper highlights the importance of external support for these endeavours and reinforces the idea that contextualisation is always important. The third paper is based on a case study in a small company, which successfully made crucial changes. The paper investigates this case in the light of Paper I and Paper II. Paper III reveals that although methods for small companies do not need to be very different from large ones, there can be some obstacles in the adoption process itself

A model for adoption of quality management in SMEs

Since its dawn several decades ago, quality management (QM) has become established as a concept for improving organisations. It is often manifested in companies today in various initiatives, such as “lean”, “Six Sigma” or “the Company Production System”. However, adoptions of QM are scarce in small and medium-sized enterprises (SMEs). Historically, some research has considered QM as universally applicable. However, it is seen that characteristics of individual organisations, and different parts of QM adoption processes, influence what practices that are favourably applicable in SMEs. The purpose of this paper is to investigate what processes of QM adoption in the SME context can look like. This will consequently aid practitioners and researchers in better understanding QM adoption processes, in particular in the SME context.The results of this paper are based two case studies of a small and medium sized company, respectively, and two case studies of improvement programmes for SMEs. These studies have helped identify a number of important stages of the QM adoption process: awareness and need, competence, adaptation, implementation, study, and action. Importantly, adoption processes should be viewed as complex and iterative in nature. In order to understand adoption processes, it is critical to recognise them as non-linear, and that they are not exclusively progressing but may also regress. These findings are further synthesised into a model that may provide practical guidance and inspiration for planning an adoption, as well as structure for analysing adoption processes

Analysis of an improvement programme for MMEs

Purpose: Intervention programmes can potentially aid medium-sized manufacturing companies (MMEs) in improvement work that they otherwise would not undertake. The purpose of this paper is to identify intervention programme functions that support MMEs in the adoption of operations improvements.Design/methodology/approach: Empirical material on one programme, Production Leap, was mainly collected through 11 interviews and an internal-to-the-programme two-day workshop. This material was arranged to describe the programme’s design, and subsequently compared with a theoretical framework based on the literature on operations improvements and interventions.Findings: The interventions were divided into phases focusing on management and employees, each of which is seen as key to planning and commitment. Collaborations with labour unions and trade organisations were found to be important for gaining trust among employees and companies.Research implications: Earlier research has identified critical factors for interventions in companies, which this paper groups into governance, involvement, and change agent approach. This paper demonstrates how a programme may or may not operationalise such factors, as well as identifies further factors.Practical implications: Practitioners and policy makers may use these findings in the design of support for MMEs, including further improvement programmes.Originality/value: Earlier studies on programmes have examined individual companies, while this paper analyses how a programme may be designed to aid MMEs in the adoption of systematic operations improvements