A quality management implementation framework for manufacturing‐based R&D environments

Abstract

This research outlines the practices that managers believe are critical for achieving quality management in applied research and development (e.g. R&D, process development, product development, and engineering) departments of manufacturing companies. Using these practices, comments from R&D managers, and the existing quality in R&D research literature, a model is developed that highlights the need for broad management practices, specific management practices, awareness of the R&D external environment, and a quality culture to achieve quality management in the R&D departments of manufacturing organizations.

The Implementation of TQM in R & D Environments

“…Although continuous attention is given to TQM within different industrial sectors, it is only in the last decade that researchers have started to investigate this issue within a particular company's unit, that is the R&D (among others, Kumar and Boyle, 2001;Petroni et al, 2003;Prajogo and Hong, 2008 This is mainly due to the fact that, as some authors stressed, TQM and R&D are based on different and often contradictory pillars (Sharman, 1996).…”

“…But, as stressed also by Kumar and Boyle (2001), "the same practices when applied in R&D environments may prove disastrous". Thus, TQM practices specific for the R&D have to be identified.…”

“…Pearson, 1994;Pearson et al, 1998;Samson and Terziovski, 1999;Kumar and Boyle, 2001;Ojanen et al, 2002;Prajogo and Sohal, 2003;Prajogo and Hong, 2008), providing evidences that TQM is beneficial for R&D (Chatterji and Davidson, 2001). Similarly, several attempts are available in literature providing both models of implementation of TQM in R&D environments, and TQM practices specific for the R&D. As for the former, Pearson et al (1998) proposed a fourphased model to implement quality in R&D, that is: initiation, involvement, implementation and sustenance.…”

“…Similarly, several attempts are available in literature providing both models of implementation of TQM in R&D environments, and TQM practices specific for the R&D. As for the former, Pearson et al (1998) proposed a fourphased model to implement quality in R&D, that is: initiation, involvement, implementation and sustenance. Similarly, Kumar and Boyle (2001), proposed implementing R&D strategic management, R&D quality awareness and R&D process management practices as the way to correctly implement TQM in R&D environments. As far as the TQM practices for R&D are concerned, as a consequence of the difficulty…”

“…It is evident from empirical studies that TQM positively impact on the performance of those organizations that implement its practices and principles (e.g., Prajogo and Hong, 2008;Taddese and Osada, 2010;Hassan et al, 2012). Among others, some of the proven benefits of TQM implementation listed by the majority of works are improved quality, improved customer satisfaction, reduced cost, efficient delivery of products and services, and higher performance (Kiella and Golhar, 1997;Kumar and Boyle, 2001;Prajogo and Hong, 2008).…”