...Int. J. Six Sigma and Competitive Advantage, Vol. x, No. x, xxxx 1 Six Sigma and Total Quality Management: different day, same soup? Bengt Klefsjö* and Bjarne Bergquist Division of Quality and Environmental Management, Luleå University of Technology, SE-971 87 Luleå, Sweden E-mail: Bengt.Klefsjo@ltu.se E-mail: Bjarne.Bergquist@ltu.se *Corresponding author Rick L. Edgeman Department of Statistics, University of Idaho, Moscow, Idaho 83844-1104, USA E-mail: redgeman@uidaho.edu Abstract: For decades now TQM has been a dominant management concept for improving competitiveness and financial results. In recent years, however, TQM seems to have lost some of its nimbus with other concepts and approaches such as Lean Enterprise and Six Sigma launched and increasingly in vogue. The aim of this paper is to look at TQM and Six Sigma, their backgrounds, definitions and ingredients, and their similarities and differences to see whether the two concepts really are different dishes or contain the same ingredients in different proportions. Keywords: quality; Quality Management; Six Sigma; Total Quality Management (TQM). Reference to this paper should be made as follows: Klefsjö, B., Bergquist, B. and Edgeman, R.L. (xxxx) ‘Six Sigma and Total Quality Management: different day, same soup?’, Int. J. Six Sigma and Competitive Advantage, Vol. x, No. x, pp.xxx–xxx. Biographical notes: Bengt Klefsjö is a Professor of Quality Technology and Management at Luleå University of Technology in Sweden...
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...EXECUTIVE SUMMARY This research paper acknowledges different quality management tools. It is about the evolution of different quality tools and defining the best practice Strategic model in IT organization in relation to achieving quality within their business processes and integrating business processes to achieve strategic goals. Previous research and study indicates the various quality system tools in order to achieve quality management objectives in the competitive business environment. This research paper investigates and finds out the evolution of different quality system tools and significance of various quality tools and then designing best practice strategic model for future in Information Technology organization. The importance of this proposed research is that currently IT companies are experiencing increased global competition and parameters like complexities of the product, different markets, customer focus, high quality of product, decision making and integration among various business units in the global environment and the environment in which the firm operates are the issues of concern. Traditional quality tool in IT systems are not capable of coping with these demands and still stay competitive. Changes are needed in order to achieve sustainable results and maintaining fitness and overcome the problems of traditional tools. Today industrial companies need stable position socially and economically...
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...Six Sigma -takes what has worked from TQM and improves on what has not. - Quality management has it’s roots in Shewhart’s work at Bell Labs and Western Electric. He was first to use statistical methods to reduce variation in Manufacturing process and improve product quality. - TQM approach emphasizes on involving those closest to the process as the key to improving the process. It has it’s roots in Japan’s Total Quality Control. Differences between TQM and Six Sigma Main differences are between specific goals of these techniques and the execution of the technique. TQM was developed by a technical personnel where as Six sigma is developed by CEOs. This difference is also visible in the strategy. TQM sets unclear/vague goals of customer satisfaction and highest quality at low price, where , Six sigma sets a specific goal of 3.4 defects per million. Six sigma also focuses on bottom line expense reductions with measurable as well as documented results. To stress on it further, TQM is for incremental and continual change where as Six sigma represents rapid, and radical change via innovation. Regarding execution, TQM is owned by quality department, thus making it difficult to integrate throughout the business, where as, Six sigma is a business strategy supported by a quality management strategy( an integrated approach). Effectively making it as a functional speciality. Furthermore, Six sigma is a business strategy, supported by a quality improvement strategy...
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...Contents Introduction 3 What does TQM cover? 3 Deming 14 Principles of TQM 3 Total Quality and Six Sigma 5 Six sigma DMAIC process elements 6 Application where Six sigma is better 6 Difference between Six Sigma & Total Quality Management 6 Reasons for adopting Total quality Management 7 Accurate time to adopt Total Quality Management (TQM) 8 Total Quality Management Tools 9 Principles of Total Quality Management 11 1. Customer centric approach 12 2. Employee involvement 12 3. Process approach 13 4. Integrated system 13 5. Strategic & systematic approach 13 6. Fact-based decision making 14 7. Continual improvement 14 8. Communication 14 The Concept of Continuous Improvement by Total Quality Management 14 Benefits of Total Quality Management in an Organization 16 Conclusion 17 References: 18 Introduction Total Quality Management (TQM) is a philosophy with the enthusiasm of accomplishing the overall performance of the organization. This globally recognized strategic technique has several benefits that make TQM trustworthy and applicable toward the business people. These benefits may include improving consumer satisfaction, focusing on employee motivation, reducing waste and improving overall performance of the organization. TQM is a problem solving technique that particularly focuses on continuous improvement of the quality of product, process and service. In this approach the management and employee can work together for the overall...
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...development for many companies. The implementation of programs such as Total Quality Management (TQM) and Six Sigma help companies increase production and quality control, evaluate employee performance, and receive customer feedback. The Internet is also a magnificent tool that allows businesses and customers to communicate and help improve the performance of the company. The goal of most companies is to provide products and services that meet the quality expectations of their customers. Programs such as Six Sigma and TQM are essential for companies to compete with one another. Meeting the standards of customers is critical for businesses to succeed, and companies must continually improve on their products and services to meet the increasing demand of consumers. “Quality is the most important aspect of products and services, and the basis for the purchase of consumers. It has been reported that the quality movement has one core idea, and that is, goods and services must achieve the highest attainable quality, or nothing else will do. Thus, the past decade or so has seen the rise of a philosophy aimed at maximizing organizational quality and understanding it” (Connor, 1997). While there are other considerations, such as price, delivery, and flexibility, quality is still of utmost importance. This paper will discuss the advantages and disadvantages of implementing such practices as Six Sigma and Total Quality Management. Is one more beneficial than the other is, or is it best to combine...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0954-478X.htm TQM 19,1 6 Dynamics of organizational learning and continuous improvement in six sigma implementation Taina Savolainen Department of Business and Economics, University of Joensuu, Joensuu, Finland, and Arto Haikonen Genworth Financial, Helsinki, Finland Abstract Purpose – The purpose of this paper is to examine the dynamics of organizational learning and continuous improvement (CI) in the context six sigma implementation in business organizations operating in multicultural environments. Design/methodology/approach – A specific research question is: does learning mechanisms and continuous improvement practices support each other and how, and what type of learning can be identified in the improvement of business processes. The question is linked to one of the fundamental issues currently discussed in the field of organizational learning; how do organizations get “from here to there”, in other words, what is the dynamics of the processes of learning and how progressive learning is achieved. A case study of a few Finnish companies is made and a procedural implementation model is applied. Findings – The findings suggest that the learning process is characterized by measurement, detection and correction of errors, and cost reduction. In six sigma implementation, learning is a single-loop type of learning. It is an incremental change process which reminds a technical...
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...Johnson & Johnson Quality Management System Debbie Marshall GM588 Sunnid7296@comcast.net February 19, 2012 Introduction Johnson & Johnson (J & J) is a global pharmaceutical, medical device and home care product manufacturer that was founded in 1886. Johnson & Johnson has over 250 subsidiary companies operating in over 57 countries employing approximately 116,000 people. They sell varying products in over 175 countries worldwide and pharmaceutical sales alone for 2008 were approx. $24 billion. These products include various well known household brands such as Tylenol, Motrin, Band Aid, Johnson’s baby products, various health and beauty products. Johnson & Johnson has always been known for their diversification, with separate divisions for consumer health & personal care product including women’s, baby, and oral as well as nutritional and over the counter products. The medical device and diagnostics division focuses on various surgical products, diabetes care, sports medicine, cardiovascular and diagnostics. The Pharma division has a variety of areas that they represent including: cardiovascular, immunology, oncology, pain management, gastrointestinal and many others. Unfortunately, in the last few years Johnson & Johnson has been plagued by numerous recall and quality control issues within their McNeil division. These quality issues range from bottle design, dropper leakage to metal shavings appearing in products such as Sudafed,...
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...Word Count: Tutor Name: Victor Hoon Executive Summary This reports aimed to identify the key performance indicator of MPA. Results show that how TQM and Six Sigma is being applied to improve the key performance of the MPA. Using SERVQUAL is an effective approach it’s can analysis of the difference between customer expectations and perceptions has been highlighted with support of an example. In the SERVQUAL instrument can measure the performance across these five dimensions, such tangibles, reliability, responsiveness, assurance and empathy as using a seven point like scale measuring both customer expectations and perceptions. Research for this report included a review of current literature on applying MPA website, TQM and Six Sigma journals, and others journal. The research findings in TQM show that reducing customer’s waiting time would increase the service quality. The reliability in TQM would be focusing on the port defects which would affect customers trust to the port. Six Sigma show that the reducing of processes in the port to increases the quality of service through operation. The research findings indicate the environmental, economic and social sustain issues. And the approaches of sustainable will actually help to sustain it. This report recommends that TQM and Six Sigma are beneficial to keep MPA improving the customer satisfaction and also leads to quality improvements to keep the machine functioning in a good way to...
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...1A. TQM Total quality management (TQM) is an improvement program which provides tools and techniques for continuous improvement based on facts and analysis; and if properly implemented, it avoids counterproductive organizational infighting. The most popular approach to continuous improvement is known as total quality management (TQM). There are two major characteristics of total quality management (TQM) a focus on serving customers and systemic problem solving teams made up of front line workers. Benefits Total Quality Management: * Strengthened competitive position * Adaptability to changing or emerging market conditions and to environmental and other government regulations * Higher productivity * Enhanced market image * Elimination of defects and waste * Reduced costs and better cost management * Higher profitability * Improved customer focus and satisfaction * Increased customer loyalty and retention * Increased job security * Improved employee morale * Enhanced shareholder and stakeholder value * Improved and innovative processes Advantages of Total Quality Management: * Improves reputation- faults and problems are spotted and sorted quicker * Higher employee morale– workers motivated by extra responsibility, team work and involvement in decisions of TQM * Lower costs – Decrease waste as fewer defective products and no need for separate * Quality Control inspectors (Quay,2012) Lean Manufacturing ...
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...Does not focus of process streamlining • Total Quality Management (TQM) • Six Sigma – Trademarked by Motorola Corporation in the 1980s (iSix Sigma, n.d.) – Structured and scientific method applied to entire organization (Gygi, Williams & Gustafson, 2012) – High returns expected on training investment – Focuses on both quality and process streamlining Recommendation • Six Sigma Initialization – Define business objectives and goals – Select leadership teams – Assign Executive Leaders, Deployment Leaders and Champions – Setup Communication Plans • Deployment Communication • Project Communication Justification • Lean Manufacturing focuses on streamlining processes but does not address quality • TQM addressing quality but does not emphasize the importance of process streamlining • Six Sigma will streamline processes, reduce costs and provide tools to measure the quality of products References • • American Society for Quality (n.d.). History of Total Quality Management. Retrieved from http://asq.org/learn-about-quality/total-quality-management/overview/tqmhistory.html Gygi, C., Williams, B. & Gustafson, T. Gustafson, T., Gygi, C. & Williams, B. (2006). Six SigmaWorkbook for Dummies. [Books24x7 version] Retrieved from http://common.books24x7.com/toc.aspx?bookid=17131 iSix Sigma (n.d.). The History of Six Sigma. Retrieved from http://www.isixsigma.com/new-tosix-sigma/history/history-six-sigma/ Lean Enterprise Institute (n.d.). A Brief History of Lean....
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...com/1598-2688.htm AJQ 13,3 An analysis of critical success factors for Six Sigma implementation Sunil Sharma Faculty of Management Studies, University of Delhi, Delhi, India, and 294 Anuradha R. Chetiya Department of Mathematics and Statistics, Ramjas College, University of Delhi, Delhi, India Abstract Purpose – The success of Six Sigma implementation is known to depend on a number of critical factors. The purpose of this paper is to explore and analyse Six Sigma critical success factors (CSFs) in the context of Indian manufacturing organizations. Design/methodology/approach – Although Six Sigma success factors have been amply researched in the global context, in this paper, a maiden attempt is made to identify, through an extensive literature review, the CSFs for Six Sigma implementation followed by their validation and prioritization using primary data collection from Indian companies. A total of 22 CSFs have thus been compiled through an extensive literature review. These CSFs are then validated through an empirical research of select Indian manufacturing companies at various stages of implementation of the Six Sigma process improvement methodology. Findings – A factor analysis was used to finally reduce the 22 factors to seven groups of underlying CSFs, the top factors being use of right tools, measurement assurance, innovation and supplier collaboration. Based on the factors extracted, a Six Sigma adoption model has been proposed in the Asian context. Research limitations/implications...
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...The Lean Enterprise System, Total Quality Management, Six Sigma And Related Enterprise Process Improvement Methods Kirkor Bozdogan Center for Technology, Policy and Industrial Development Massachusetts Institute of Technology Cambridge, MA USA 02139 Tel. 617 253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps ESD Working Paper Series Towards An Integration Of The Lean Enterprise System, Total Quality Management, Six Sigma And Related Enterprise Process Improvement Methods Kirkor Bozdogan Center for Technology, Policy and Industrial Development Massachusetts Institute of Technology Cambridge, MA USA 02139 Tel. 617 253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps TOWARDS AN INTEGRATION OF THE LEAN ENTERPRISE SYSTEM, TOTAL QUALITY MANAGEMENT, SIX SIGMA AND RELATED + ENTERPRISE PROCESS IMPROVEMENT METHODS Kirkor Bozdogan # Center for Technology, Policy and Industrial Development, Massachusetts Institute of Technology, Cambridge, MA USA 02139 August 5, 2010 Key Words: Lean manufacturing; just-in-time-production (JIT); Toyota Production System (TPS); lean enterprise system; total quality management (TQM); six sigma; lean six sigma; theory of constraints (TOC); agile manufacturing; business process reengineering (BPR); enterprise change and transformation; evidence-based management practices Abstract: The lean enterprise system, total quality management, six sigma, theory of constraints, agile manufacturing, and business...
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...LSS lean Six Sigma Abstract Purpose – Although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the “tool box”, and its integration with Six Sigma (mainly through case studies and action research), there has been little written on the journey towards the integration of the two approaches. This paper aims to examine the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement, and provides a conceptual model for their successful integration. Design/methodology/approach – Desk research and a literature review of each separate approach is provided, followed by a view of the literature of the integrated approach. Findings – No standard framework for lean Six Sigma or its implementation exists. A systematic approach needs to be adopted, which optimises systems as a whole, focusing the right strategies in the correct places. Originality/value – This paper contributes to knowledge by providing an insight into the evolution of the lean Six Sigma paradigm. It is suggested that a clear integration of the two approaches must be achieved, with sufficient scientific underpinning. Keywords Lean production, Six sigma Paper type Literature review 1. Introduction The Toyota Production System (TPS) provided the basis for what is now known as lean thinking, as popularised by Womack and Jones (1996). The development of this approach to manufacturing began shortly after...
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...services that they would appreciate which would make them more likely to remain loyal to us. Likewise, if we identify all of the steps in the value stream for our services and products, I am sure that we would find areas that do not create value for our clients or our organization. These areas can be streamlined or eliminated in order to give our clients the most pleasant experience from the moment they book their appointments until they leave the salon with their hair looking beautiful and their purchase of professional retail product in hand. Compare and contrast Six Sigma and TQM to Lean Enterprise I chose to compare and contrast Lean Enterprise with Six Sigma and TQM because although the two share similarities, they also have vast differences from each other and from Lean Enterprise. It is often stated that Lean Enterprise and Six Sigma go hand-in-hand and should be used together, which is how Lean Sigma came to fruition. Although there is some overlap, there are also several differences that should be noted. The website iSixSigma (2016) explains that the primary goal of...
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...IME 6120 PRODUCTION OPERATIONS MANAGEMENT SAKETH REDDY DUMPALA WMU ID #068431546 Case Study-2 1(a) The Penang Mutiara which is located on the lush greens of the Indian Ocean coast of Malaysia is one of the most luxurious hotels of South-East Asia. This hotel is owned by PernasOUE of Malaysia and managed by Singapore Mandarin International Hotels. This luxurious hotel gives its best quality of service to its customers. According to the Penang Mutiara hotel the quality of service means helping guests sort out their own problems. The hotel always tries to cut down their costs by increasing the volume, speed and flexibility. There are many situations described in the case study which shows the quality of service being offered by the hotel to its customers. This strategy helps them to be competitive enough to maintain their business. 1(b) The present strategy followed by the hotel management is yielding them many customers. There is still a scope for any organization to improve its profits by increasing the volume of customers. The hotel has to maintain a long term relationship with its existing and new customers. They can create a website as a part of promotion and also they can make the payments online. They also can attract customers by offering some exciting packages. They must not compromise in quality in order to keep the cost low. 1(c) The development of operations of the hotel which drives them in its long term strategy is as follows: i. ii. iii. iv. v. Appropriate Training...
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