Developing organisational learning through QC story

Abstract

Continuous improvement or more generally improvement is a necessity for companies in a dynamic context. The effectiveness and efficiency of such improvement can foster company sustainability, particularly if it exhibits characteristics of a learning organisation. This paper shows a methodology to develop organisational learning through the use of one quality improvement methodology known as Quality Control (QC) Story. The work is based on a case study from a manufacturer of electronic products. It describes QC Story application over 10 years and its effects on key performance indicators. Organisational learning is assessed through a questionnaire survey. A method to manage knowledge based on a lessons-learned procedure is described and a generalisation is induced. Results suggest that repetitive use of QC story along with the presented procedure of lessons-learned contributes to improving processes performance over long periods. It is also concluded that this company using the presented procedure exhibit characteristics of a learning organisation.

Interrelationships of climate adaptation and organizational learning: Development of a measurement model

“…In the face of disruptive external change, the interest in learning in, by, and among organizations (Göhlich et al, 2018) within the scientific discourse is growing (Weber et al, 2011;Easterby-Smith & Lyles, 2003) as learning in organizations serves their continued existence, development, performance, and competitiveness (Cömlek et al, 2012;Feld & Seitter, 2018;Kim, 2021;Marsick & Watkins, 2003;Nicolletti et al, 2019;Souza et al, 2020). Especially, the German Organizational Education focus on organizational learning is increasing with interdisciplinary research (e.g., business studies, social sciences, psychology) and works by March and Olsen (1975), Argyris and Schön (1997), Nonaka and Takeuchi (1995) and Senge (1990) at the beginning of the 1990s, as Göhlich (2018) states.…”

“…As climate adaptation refers to the ability and volition to cope with external changes in a constructive manner, to anticipate future developments, and to continuously adapt internal processes to these changes, there are further interrelations with organizational learning. Organizational learning supports organizations to recognize related challenges as opportunities, ensuring business continuity and increasing their economic efficiency (see Argyris, 1976;Souza et al, 2020;Orsato et al, 2017). Related to organizational learning, leadership emerges as a relevant and significant determinant of employees' behavior, commitment to changes and strategic objectives in an organization (Nerdinger, 2014).…”

Industry practices on the rework of defective products: survey results

“…Industrial manufacturing processes tend, at some point, to present failures and problems, resulting in defects. These are caused by random and systematic factors that can arise over time, such as managerial issues and technical limitations, mainly linked to wear, fatigue and operation failures (Juran and Godfrey, 1999; Lim et al , 2015; Souza et al , 2018). These failures can have origins in several mechanisms, or even, in a combination of these, requiring analysis for identification and solution through actions on its root causes (He et al , 2018).…”

“…These failures can have origins in several mechanisms, or even, in a combination of these, requiring analysis for identification and solution through actions on its root causes (He et al , 2018). To maintain or improve the process reliability it is necessary to analyse and remove the causes of these failures, enabling companies to review the standards and established quality levels (Souza et al , 2018). Investments and costs with quality control and planning are variables that determine the results, levels of defects and quality improvement (Campanella, 1999; Muruganantham et al , 2018).…”

“…To do this, the organization should consider the nature of its business, its size and its specific characteristics, identifying the differences between customer requirements and the current capacities and limitations of their productive system to meet the requirements. The mobilization of efforts and resources to promote customer satisfaction is associated with costs that can be translated into profits when properly managed so that customers want to pay for them (Juran and Godfrey, 1999; Soares et al , 2012; Souza et al , 2018; Weckenmann et al , 2015).…”