a b s t r a c tQuality Management is considered to be suitable as support for the integration of sustainability considerations in areas such as product development. The purpose of this paper is to review research in which Quality Management methods, tools or practices have been used in conjunction with sustainable development initiatives. We have identified four themes that synthesize the research on Quality Management and its support to approaches for sustainable development: (I) supporting sustainability through integration of management systems, (II) Quality Management as support to the implementation of Environmental Management Systems and to the management of sustainability, (III) supporting integration of sustainability considerations in daily work, and (IV) supporting stakeholder management and customer focus. By far the most research has been conducted within the first two themes. This paper also contributes with proposals for future research, such as the need to move beyond existing standards and management systems to enable more radical improvements, and the need for empirical evidence of the effect of integrated management systems on environmental performance. We also highlight the point that Quality Management practices and tools must be developed and adapted in order to support sustainability considerations.

Purpose -Lean and Six Sigma observers, researchers and managers are awaiting the next step, which many feel could take the form of a combination of the two concepts, known as Lean Six Sigma. The purpose of this paper is to explore an application of Lean Six Sigma in practical improvement work, as a way of identifying factors of importance for improving future Lean Six Sigma applications. Design/methodology/approach -The empirical study was conducted through interviews, meetings, document analysis and observations over a period of four months. Findings -The findings of this study suggest it is unfeasible to apply one standardised approach to improvements in one company. Continuous smaller improvements and larger improvement projects demand different formulas. It is appropriate to use Lean and Six Sigma in parallel but this should be done through clever cross-fertilisation, such as taking variations in project complexity into consideration. Research limitations/implications -This paper shows one way of working with an improvement initiative in one particular company. It does not propose that this is the only way to combine Lean and Six Sigma nor does it suggest universal applicability. Further research on other possible combinations would be valuable. Practical implications -This paper provides an outline of how to structure a combination of Lean and Six Sigma. This could provide valuable insights to managers who wish to structure their improvement processes depending on the type of problem at hand. Originality/value -This paper expands the theoretical foundation for combining Lean and Six Sigma by studying and analysing a practical application of the concept. As a result, it provides new factors of importance for successful Lean Six Sigma applications, such as having a clear structure that guides the company in terms of what components of Lean Six Sigma to apply and what competences to involve in various projects depending on the scope and complexity.

The literature on robust design has focused chiefly on the development of methods for identifying robust design solutions. In this paper we present a literature review of conflicts and agreements on the principles of robust design. Through this review four central principles of robust design are identified: awareness of variation, insensitivity to noise factors, application of various methods, and application in all stages of a design process. These principles are comprised into the following definition of robust design methodology: Robust design methodology means systematic efforts to achieve insensitivity to noise factors. These efforts are founded on an awareness of variation and can be applied in all stages of product design.While there is a common aim of reducing unwanted variation, there is controversy in the more long-term aims of these efforts. Parr 57 describes this as two approaches toward robust design: one solution oriented and another understanding oriented. Lin et al. 49 illustrate the difference between these approaches: 'The difference between statistical methods and Taguchi methods is that statistical methods tell you what has happened and Taguchi methods tell you how to make it happen.'

Purpose -The purpose of this paper is to identify and describe certain critical dimensions related to service innovation in manufacturing firms. The paper focuses on dimensions related to the service transition, the offering and the development project. Design/methodology/approach -A multiple case study was conducted in order to trace specific service innovations and to explore critical dimensions and events throughout their development. A total of 16 interviews were held, covering service innovations in SKF, Volvo Buses, and Volvo Trucks. Findings -Each of the three service innovations studied are examples of recombinative innovations. While there are some differences in terms of what is innovative, a common theme is the bundling of technology and services. Recombinative innovation opens up the possibility to combine standardization and customization, which has been identified as a success factor for services in manufacturing companies. Originality/value -Although a large number of manufacturing firms are introducing services to utilize the entire life-cycle of the installed base, there is a shortage of literature that includes elaborate empirical accounts of service innovations in manufacturing firms. The study expands the scope for viewing service innovation by not only focusing on the offering but also taking into account service transition and the development project.

No abstract

No abstract

Purpose-Lean and Six Sigma observers, researchers and managers are awaiting the next step, which many feel could take the form of a combination of the two concepts, known as Lean Six Sigma. The purpose of this paper is to explore an application of Lean Six Sigma in practical improvement work, as a way of identifying factors of importance for improving future Lean Six Sigma applications. Design/methodology/approach-The empirical study was conducted through interviews, meetings, document analysis and observations over a period of four months. Findings-The findings of this study suggest it is unfeasible to apply one standardised approach to improvements in one company. Continuous smaller improvements and larger improvement projects demand different formulas. It is appropriate to use Lean and Six Sigma in parallel but this should be done through clever cross-fertilisation, such as taking variations in project complexity into consideration. Research limitations/implications-This paper shows one way of working with an improvement initiative in one particular company. It does not propose that this is the only way to combine Lean and Six Sigma nor does it suggest universal applicability. Further research on other possible combinations would be valuable. Practical implications-This paper provides an outline of how to structure a combination of Lean and Six Sigma. This could provide valuable insights to managers who wish to structure their improvement processes depending on the type of problem at hand. Originality/value-This paper expands the theoretical foundation for combining Lean and Six Sigma by studying and analysing a practical application of the concept. As a result, it provides new factors of importance for successful Lean Six Sigma applications, such as having a clear structure that guides the company in terms of what components of Lean Six Sigma to apply and what competences to involve in various projects depending on the scope and complexity.

UNDERSTANDING NEW SERVICE DEVELOPMENT AND SERVICE INNOVATION THROUGH INNOVATION MODES ABSTRACT PurposeThe purpose of this paper is to explore the role of innovation modes in understanding challenges of integrated NSD and NPD, and the use of structured NSD processes in manufacturing firms. Design/Methodology/ApproachThe research is based on a two-stage multiple case study. The first stage is an interview study of 17 key informants representing manufacturing firms in the machine industry.The second stage is an in-depth study of three service innovations at three manufacturing firms based on 16 interviews with key informants. FindingsThe results of the study show that NSD processes are often more structured if the service is developed separately from the product. The fact that different innovation modes benefit from varying degrees of structure in the development process means that integrated service development can be challenging. Furthermore, service innovations often follow a trajectory of innovation modes before succeeding in the market. Some innovation modes occur within the NSD process, while others occur outside the process.One success factor for NSD is the fit between the innovation modes and the NSD process, rather than the NSD process per se. Originality/ValueThis research uses innovation modes to explain why NSD in manufacturing firms is often performed on an ad hoc basis, and how service innovations go through a trajectory of innovation modes. In this way, the study contributes to theory development of service innovation, and specifically service innovations in manufacturing firms.