Using quality tools and techniques successfully

McQuater, R.E.; Scurr, C.H.; Dale, B.G.; Hillman, P.

doi:10.1108/09544789510103761

Cited by 105 publications

(125 citation statements)

References 0 publications

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“…A tool is a simple standalone application; whereas a technique tends to be a more comprehensively integrated approach to problem solving that might rely on a number of supporting tools. Bamford and Greatbanks (2005) and McQuater, Scurr, Dale & Hillman (1995) refer to management methodologies as 'techniques' and describe them as wider applications often resulting in the need for more thought, skill and training to be used effectively. Management methodologies are sometimes referred to as 'radical' improvement programmes (Michela, Jha & Noori, 1996) and are best described as being the whole 'tool kit' with the tools inside the 'integrated tool kit' being a specific set of continuous improvement tools.…”

Section: Draw Distinction Between a Tool (What We Have Termed A Contimentioning

confidence: 99%

“…Pavnaskar et al (2003) ascertained that failure through misapplications of tools and methodologies tended to occur at an early stage of the development of continuous improvement in the organisation, when there was a lack of understanding and knowledge of the tools and methodologies, due to a lack of training. Continuous improvement tools and management methodologies should be part of a detailed implementation and improvement plan, and to succeed require that a number of critical success factors are met, including a full training plan (McQuater et al, 1995).…”

Section: Poor Communicationmentioning

confidence: 99%

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The Use and Impact of Manufacturing Productivity Improvement Tools and Methodologies within the Automotive Component Industry

Trimble

Copeland²,

MacIntyre³

et al. 2013

EMR

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This paper presents the results of a study which was undertaken with the overarching objective of investigating the use and impact of manufacturing productivity improvement approaches within automotive component suppliers. It has the specific aims of identifying (i) the level of understanding and use of continuous improvement tools and management methodologies within organisations and (ii) the factors which could contribute to them failing to achieve the results expected. The results of a survey of 161 automotive suppliers are presented. The survey investigated all elements of selection, training and implementation of tools and methodologies. This paper highlights that the adoption of continuous improvement tools and methodologies is widespread and discusses the relatively high failure rates. The reasons which may contribute to failure are presented and discussed, with the major findings being a lack of suitable resources, a lack of understanding and training within senior personnel and a non-strategic approach to the application of tools and methodologies.

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Section: Draw Distinction Between a Tool (What We Have Termed A Contimentioning

confidence: 99%

Section: Poor Communicationmentioning

confidence: 99%

The Use and Impact of Manufacturing Productivity Improvement Tools and Methodologies within the Automotive Component Industry

Trimble

Copeland²,

MacIntyre³

et al. 2013

EMR

View full text Add to dashboard Cite

show abstract

“…Ample evidence suggests that increasing the use or uptake of appropriate tools during the product innovation process and using these tools more effectively can improve innovation performance (Cooper and Edgett, 2008;Maylor, 2001;McQuater, Scurr, Dale, and Hillman, 1995;Nijssen and Frambach, 2000;Nijssen and Lieshout, 1995). For example, it can reduce the prevalence and cost of failed product innovation projects (Cooper, 1994;Song, Souder, and Dyer, 1997).…”

Section: Introductionmentioning

confidence: 99%

Product Innovation Tool Adoption Behaviour in Technology-Based New Ventures

Waal

Knott

2012

Int. J. Innov. Mgt.

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Despite the attention it gives to innovation tools, the product innovation literature does not address the behavioural motivation behind practitioners' adoption of particular tools, or relate this to new venture development. This paper focuses on technology-based new ventures executing their first projects and presents insights into how their innovation tool adoption evolves over time. The paper synthesises case study findings into a hierarchy of tool adoption states encapsulating how new venture teams started with an exclusive focus on effectiveness, and over time progressively attended to problem solving, efficiency, and finally resource management. They often progressed to the next state only in response to costly mistakes and delays, whereas the experienced team in our comparison well-established firm operated within all four states from project initiation. Knowledge of this hierarchy of tool adoption states could help new venture teams to optimise the time they invest in product innovation tools.

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“…Logo em seguida, Kotter (1997) Um dos temas comumente citados na literatura sobre gestão de mudanças é o uso e aplicação de ferramentas e técnicas de gestão em processos de mudanças, sendo destacadas por diversos autores da área (KAPLAN e NORTON, 1992;MCQUATER et al, 1995;PAPER, 1997;RENTES, 2000;MOTWANI, 2003;SAVOLAINEN e HAIKONEN, 2007).…”

Section: Disparadores De Mudançaunclassified

“…Mcquater et al (1995) Gestores de sucesso da área de logística têm desenvolvido um time de alto desempenho para aconselhar seus administradores a como serem mais eficazes, ao proverem uma ampla perspectiva para os gestores entenderem suas tarefas individuais, reforçando a visão, metas e imperativos que a empresa deve alcançar para ser bem sucedida.…”

Section: Disparadores De Mudançaunclassified

Processos de mudanças relacionados à logística no setor de bens de capital agrícolas: uma análise de sua gestão e relações com áreas-chave da excelência logística

Barbosa¹

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The logistical excellence has been a frequently discussed topic in the enterprise and academic context, due to the importance of logistics to enhance the companies' competitiveness. Several authors pointed out the existence of key elements to achieving the logistical excellence, but they usually fail to approach possible relationships among these elements, mainly when referring to triggers and results of logistics change process. In this way, the aim of this work was to identify and characterize these relationships. Therefore, a multiple-case study was undertaken in six companies, which were identified by research sampling process as high logistical performing companies. The results of this research confirm the relationships between the key elements and the change triggers and outcomes. The second research's contribution concerns the construction of a descriptive panel about the main characteristics of successful logistics change management in agricultural capital goods sector, which may be used by different industrial segments as reference for logistics process improvement.

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Using quality tools and techniques successfully

Cited by 105 publications

References 0 publications

The Use and Impact of Manufacturing Productivity Improvement Tools and Methodologies within the Automotive Component Industry

The Use and Impact of Manufacturing Productivity Improvement Tools and Methodologies within the Automotive Component Industry

Product Innovation Tool Adoption Behaviour in Technology-Based New Ventures

Processos de mudanças relacionados à logística no setor de bens de capital agrícolas: uma análise de sua gestão e relações com áreas-chave da excelência logística

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