An Evaluation of Quality Improvement Project Selection Alternatives

Draman, Rexford H.; Chakravorty, Satya S.

doi:10.1080/10686967.2000.11919226

Cited by 6 publications

(4 citation statements)

References 4 publications

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“…One must therefore ask:``what is the probability that organizations relying on traditional cost accounting are making the most profitable product mix decisions?'' Given this research and testimonials from a wide spectrum of TOC users (AGI's North American Jonah Upgrade Workshops (1993)(1994)(1995)(1996)(1997)(1998)(1999)(2000) and APICS Constraint Management Symposium Proceedings (1995-2000) the authors believe the answer is very low. If we are correct, then one can only speculate as to the impact making the wrong product-mix decisions is having on organizational performance.…”

Section: Results and Conclusionmentioning

confidence: 98%

“…Some researchers have used Gedunken experiments (Fry and Cox, 1989;Gardiner and Blackstone, 1991;Goldratt, 1990;Lockamy and Cox, 1994;Low, 1993) to demonstrate the impact of these measures on different operational decisions while others (Lockamy, 1991;Spencer, 1992;Wahlers, 1993) have used case studies to document the actual impact. In addition, many organizations have presented testimonials (APICS Constraint Management Symposium 1995-2000AGI's North American Jonah Upgrade Workshop 1993-2000 to report their real-world results.…”

Section: The Problemmentioning

confidence: 99%

“…This would produce weekly sales of $20,979 and a net profit of $4,398. The details can be found in Table VI, part c. More information about TOC and its impact on quality, specifically the selection of quality improvement projects can be found in the Quality Management Journal article entitled``An evaluation of quality project selection alternatives'' (Draman and Chakravorty, 2000).…”

Section: Toc Approachmentioning

confidence: 99%

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Constraint‐based accounting and its impact on organizational performance: a simulation of four common business strategies

Draman

Lockamy²,

Cox³

2002

Integrated Manufacturing Systems

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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Section: Results and Conclusionmentioning

confidence: 98%

Section: The Problemmentioning

confidence: 99%

Section: Toc Approachmentioning

confidence: 99%

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Constraint‐based accounting and its impact on organizational performance: a simulation of four common business strategies

Draman

Lockamy²,

Cox³

2002

Integrated Manufacturing Systems

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“…In a review of the published TOC case study literature, Mabin and Balderstone (2000) have identified a wide variety of goods producing firms that reported a significant improvement in performance as measured by increases in throughput and decreases in inventories, lead times, and costs. This approach has been primarily applied in production settings such as the shop floor (see, for example, Cox A banking subsystem and Spencer, 1998;Krausert, 1998;Umble and Umble, 1998;Frazier and Reyes, 2000;Miller, 2000) and manufacturing support services (see, for example, Kayton et al, 1997;Draman and Chakravorty, 2000).…”

Section: Introductionmentioning

confidence: 99%

Applying the TOC five‐step focusing process in the service sector

Reid

2007

Managing Service Quality: An International Journal

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Purpose -The purpose of this paper is to present a comprehensive descriptive analysis of the sequential application of the Theory of Constraints (TOC) five-step focusing process in improving the effectiveness of a service process that was limiting the performance of the entire service system. Design/methodology/approach -The five-step approach is schematically presented with each step being described and evaluated relative to its role in effective constraint management. A detailed example provides additional insights and nuances into its use in managing the constraint within a banking organization's subsystem, namely, the loan application and approval process. This hypothetical, realistic, and comprehensive illustration iterates through several cycles of the five-step focusing process to demonstrate how managers are able to address different types of constraints. Findings -The paper provides a detailed description on how each of the five-steps can be used to improve the organization's performance relative to its stated goal by focusing management's attention on the system's (or an aligned subsystem's) leverage or control point. Major types of constraints include physical or capacity limitations and restrictive policies. Constraints may be located either internal or external to the process or system being managed. Practical implications -Various managerial implications are discussed including: the relevance and utility of applying the TOC five-step focusing process in services; advantages associated with utilizing this structured approach for continuous improvement in services; and some strategic issues associated with the placement of the ubiquitous system constraint. Originality/value -Although the successful application of the five-step focusing process has been well documented in improving manufacturing processes, this paper provides an illustrative tutorial which details its application in effectively managing a service process.

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Six Sigma failures: An escalation model

Chakravorty

2009

Oper Manag Res

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Despite the pervasiveness of Six Sigma programs, there is rising concern regarding the failure of many Six Sigma programs. One explanation for many Six Sigma failures could be escalation of commitment. Escalation of commitment refers to the propensity of decision-makers to continue investing in a failing course of action. Many researchers have applied escalation of commitment to explain the behavior of individuals, groups, companies, and nations. Using the escalation of commitment model (Staw and Ross 1987a; Ross and Staw Acad. Manag. J. 36:701-732 1993) as a basis, this research describes a Six Sigma failure in an electrical components company. In documenting this failure, this research contributes in two ways, both in the practice and in the theory of Six Sigma. First, while examining the Six Sigma failure, this research uncovers important factors for successful implementation, which should improve the practice of Six Sigma. Second, academic research (e.g., Schroeder et al. J. Oper. Manag, 26:536-554 2008; Zu et al. J. Oper. Manag, 26:630-650 2008) is engaged in uncovering the definition of Six Sigma, and its differences from other improvement programs. This research provides a new direction to academic research and has the potential to impact the theory of Six Sigma.

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An Evaluation of Quality Improvement Project Selection Alternatives

Cited by 6 publications

References 4 publications

Constraint‐based accounting and its impact on organizational performance: a simulation of four common business strategies

Constraint‐based accounting and its impact on organizational performance: a simulation of four common business strategies

Applying the TOC five‐step focusing process in the service sector

Six Sigma failures: An escalation model

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