The use of quality management tools and techniques: a study of application in everyday situations

Abstract

Purpose

This paper describes the use and application of a structured approach to the basic implementation of quality management tools and techniques such as the QC7 tools.

Design/methodology/approach

A methodology based around the application of a structured approach to the use of basic quality management tools is adopted, and provides a simple yet powerful means by which the steps of problem solving can be sequentially linked together.

Findings

Everyday process examples are used to highlight the benefits of such tools and techniques in contributing to a greater understanding of the process by the process operator or owner. For each example, the use of appropriate tools or techniques are examined and their application analysed. The paper then goes on to discuss the wider implications of quality management tool application within industry and business.

Research limitations/implications

It is not suggested the examples detailed are thoroughly scientific in methodology but they do serve to illustrate that by applying the tools in a systematic manner, even the simplest of processes can be understood in greater detail.

Practical implications

The following are key for the successful implementation, use and success of applying the QC and M7 tools and techniques: in‐depth knowledge of the process; formal training in problem‐solving techniques; appropriateness of tools selected for use; and apply simple models at all levels in the organisation to aid communication and learning.

Originality/value

The paper concludes by arguing that the wider use of the tools, ideally by the process operatives themselves, tangibly lead to a fuller understanding of specific processes. This will ultimately impact upon their organisation.

Citation

Bamford, D.R. and Greatbanks, R.W. (2005), "The use of quality management tools and techniques: a study of application in everyday situations", International Journal of Quality & Reliability Management, Vol. 22 No. 4, pp. 376-392. https://doi.org/10.1108/02656710510591219