The purpose of this paper is to demonstrate the effectiveness of Six Sigma as an innovation tool in management system. In this regard, the comprehensive impact of Six Sigma is…
Abstract
Purpose
The purpose of this paper is to demonstrate the effectiveness of Six Sigma as an innovation tool in management system. In this regard, the comprehensive impact of Six Sigma is provided based on Osada's management system model in terms of driver, enabler, and performance. Then, the causal relationship diagram is drawn among critical success factors to show how Six Sigma innovates the management system. Finally, the comparison between Six Sigma and total quality management (TQM) is discussed to reveal the strength of Six Sigma as an innovation tool in management system.
Design/methodology/approach
An empirical study of world‐class companies was undertaken. Several of the companies were analyzed intensively namely Sony and Du Pont by interviewing and circulating questionnaires to the key actors of Six Sigma.
Findings
The paper confirms that Six Sigma has a positive and comprehensive impact on changing the management system. Six Sigma has been harmonizing and synergizing people and processes by establishing a clear linkage among critical factors. This linkage, as a critical strength in innovation, is described by a causal relationships diagram using the system dynamics principle. By comparing with TQM, this paper has identified that Six Sigma has additional features named as disseminating commitment and sustaining spirit.
Practical implications
The findings suggest that Six Sigma can potentially be used as an innovation tool for leveraging organizational performance. This paper provides a comprehensive perspective on how Six Sigma should be perceived and implemented to gain maximum potential. Hence, this paper is expected to provide a significant contribution to academia and practitioners in understanding the application of Six Sigma.
Originality/value
The paper analyzes the impact of Six Sigma in a more organized approach than previous report. This approach categorizes the impact based on driver, enabler, and performance through an empirical study. Additionally, the relationship diagram and the comparison between Six Sigma and TQM are established in this paper. It is believed that such study is rarely published in academic journals.
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Hiroshi Osada and Masahiko Yamazaki
Objective evaluation is necessary for the company to know the level of its TQM activity and to improve it. This article proposes self‐evaluation model for TQM activity through…
Abstract
Objective evaluation is necessary for the company to know the level of its TQM activity and to improve it. This article proposes self‐evaluation model for TQM activity through comparison study of the examination viewpoints for the Deming Prize with criteria of the Malcolm Baldridge National Quality Award. Proposed self‐valuation model consists of three evaluation categories i.e. management system, management performance and survey/audit system. Evaluation on these categories is done for process and performance by using scoring method. This self‐evaluation model is useful for checking the progress of TQM and make company recognize the strength and weakness of its TQM activity, namely, positioning analysis.
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Chan‐orn Bongsebandhu‐phubhakdi, Tomoko Saiki and Hiroshi Osada
Thai domestic automotive parts companies have to manage their technology and human resources effectively and efficiently. This paper attempts to identify the key factors for…
Abstract
Purpose
Thai domestic automotive parts companies have to manage their technology and human resources effectively and efficiently. This paper attempts to identify the key factors for management of their technology and human resources.
Design/methodology/approach
Questionnaires were sent to, and interviews conducted in, Thai domestic automotive parts companies.
Findings
Enhancement of employee support is useful for domestic companies and there are significant differences among companies of Tier 1 or 2 and Tier 3 in quality management and the number of proprietary and management technologies adopted.
Practical implications
It can be said that Thai domestic automotive parts companies should adopt higher level quality management tools as well as more proprietary and management technologies in order to raise their technology level.
Originality/value
The paper analyzes the responses of questionnaires directly mailed to Thai domestic automotive parts companies and direct interviews to some of them. It was found that Thai domestic automotive parts companies have to enhance employee support and to improve their technology level to increase their product quality.
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Fasil Taddese and Hiroshi Osada
The purpose of this paper is to address the issue of market development using TQM and identify critical factors that link the two fields to enhance business success of companies…
Abstract
Purpose
The purpose of this paper is to address the issue of market development using TQM and identify critical factors that link the two fields to enhance business success of companies in a globalized market.
Design/methodology/approach
Seven Deming Prize winner companies from Thailand and India are objectively and empirically studied through unstructured interview and through award winner documents. Specific cases are studied from each company to support the interview responses.
Findings
The result reveals that: first, TQM facilitates market development by strategically synchronizing product, process/technology, and marketing dimensions of an organization. Second, TQM characteristically and objectively defines customers to strategically manage different and customer‐specific markets. Third, TQM ensures market success in businesses by enhancing market success of customers.
Research limitations/implications
The main limitation to this research is that along with the Deming Award, there are other quality oriented awards such as MBNQA and EFQM. Hence, additional studies from such awards may be helpful to support the authors’ cause. Moreover, the limit in the number of companies studied is also considerable.
Originality/value
This is an original work of the authors and it is not submitted to any other journal or publisher for publication.
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The purpose of this paper is to examine the role of tacit knowledge in incremental innovation, which has hitherto been neglected.
Abstract
Purpose
The purpose of this paper is to examine the role of tacit knowledge in incremental innovation, which has hitherto been neglected.
Design/methodology/approach
Qualitative case analysis was used to focus on two large Japanese pharmaceutical companies’ development of new antihypertensive drugs. The study uses interview data and documentary research materials to explore the knowledge bases of the companies’ research teams as they refined an existing drug to produce new products – a process of incremental innovation.
Findings
Explicit knowledge (chemical structure of preceding drug) was used in both successful and failed cases of drug discovery. In the two successful cases, the tacit knowledge of key researchers, based on their long-term experience of related research, provided insight into developing compounds with good in vivo efficacy, which led to successful clinical development.
Practical implications
The findings suggest that tacit knowledge may play an important role in incremental innovation processes, and that its influence on product development should be considered in such ways as team and organization structure.
Originality/value
This study addresses a gap in the literature regarding the impact of tacit knowledge on incremental innovation processes. It is often assumed that incremental innovation is based on existing technology. This study suggests that tacit knowledge may play a hitherto largely unrecognized role in incremental product development.