Similarities and differences between TQM, six sigma and lean

Abstract

Purpose -During the last decades, different quality management concepts, including total quality management (TQM), six sigma and lean, have been applied by many different organisations. Although much important work has been documented regarding TQM, six sigma and lean, a number of questions remain concerning the applicability of these concepts in various organisations and contexts. Hence, the purpose of this paper is to describe the similarities and differences between the concepts, including an evaluation and criticism of each concept. Design/methodology/approach -Within a case study, a literature review and face-to-face interviews in typical TQM, six sigma and lean organisations have been carried out. Findings -While TQM, six sigma and lean have many similarities, especially concerning origin, methodologies, tools and effects, they differ in some areas, in particular concerning the main theory, approach and the main criticism. The lean concept is slightly different from TQM and six sigma. However, there is a lot to gain if organisations are able to combine these three concepts, as they are complementary. Six sigma and lean are excellent road-maps, which could be used one by one or combined, together with the values in TQM. Originality/value -The paper provides guidance to organisations regarding the applicability and properties of quality concepts. Organisations need to work continuously with customer-orientated activities in order to survive; irrespective of how these activities are labelled. The paper will also serve as a basis for further research in this area, focusing on practical experience of these concepts.

Lean Production Practices to Enhance Organisational Performance

“…Today, Lean production has been adopted across the world by lots of major companies to stay competitive in the global market [8]. Ever since Lean production was first used, many authors have tried to describe Lean theoretically [9,10,11]; however, their descriptions were unclear and this led to a communication problem [12], implementation problem (in enterprises) and the problem of creating objectives that are specific [13]. The study carried out by [14] shows that since there is different theoretical approach about Lean production, identifying the use of its actual benefits becomes difficult.…”

Lean readiness – the case of the European pharmaceutical manufacturing industry

“…Are European pharmaceutical manufacturers capable of supporting lean manufacturing practices? Furlan et al (2011), Shah andWard (2003), Dahlgaard and Dahlgaard (2001), Cua et al (2001) and Andersson et al (2006) suggest that existing quality practices play a significant role in succeeding in the implementation and sustainment of LM. For example, Furlan et al (2011) comment that quality practices can both continue supporting LM after it has been implemented and aid in its initial deployment.…”

The knit on demand supply chain

“…Leanness and agility do not conflict, but in fact support each other [19]. They can be combined in a leagile strategy where the supply chain is lean up to the CODP.…”