Showing papers on "Quality circle published in 2012"

Revisiting Cyberbullying in Schools Using the Quality Circle Approach

Abstract: An earlier study reported the use of Quality Circles (QC) in a UK school in the context of understanding and reducing bullying and cyberbullying. Here, we report further work in the same school setting. The QC approach allows explorative analysis of problems in school settings, whereby students embark on a problem-solving exercise over a period of time. The process involves identifying key issues and prioritizing concerns, analysing problems and generating solutions, through participation in a series of workshops. The purpose of this research was to explore further the use of QCs as an effective means of gathering information on bullying and cyberbullying in school, and how these might have changed over one academic year; as well as to examine the use of QCs in empowering pupils and in producing pupil-led solutions. This study validated the use of QCs as an engaging process for pupils (N = 30) which encourages a range of suggested solutions to problems. The information gained from the QCs supported a tran...

Ten years of external quality audit in Australia: evaluating its effectiveness and success.

Abstract: External quality audits are now being used in universities across the world to improve quality assurance, accountability for quality education and transparency of public funding of higher education. Some countries such as Australia, New Zealand, United Kingdom, Sweden and Denmark have had external quality audits for more than a decade but there has been limited research as to their impact. This study analyses the extent to which external audits in Australia have improved quality assurance in universities over the past 10 years. The analysis is based on discussions with 40 participants in a workshop on the effectiveness of audits and the review of 60 external quality audit reports between 2001 and December 2010. The research found that while external audits have led to an improvement in systems and processes in Australian universities, they have not necessarily improved the student experience. This lack of impact on the student experience in Australia is similar to other countries, according to the literat...

Are innovative organizational concepts enough for fostering innovation

Abstract: The purpose of this article is to define which organizational practices have significant impact on returns from new products or which foster or at least influence positively innovation. Survey responders were divided to see whether they innovated or not by the survey questions which explicitly asked them if they have introduced new products in the last two years. With Chi Square test, we identified the difference in usage of certain organizational practices. After that, two multi-regression models showed the impact on launching a new product and their impact on generated returns from new products.There is a significant statistical difference in usage of these four practices between innovators and non-innovators: temporary cross-functional project teams, quality circle, ISO 9000, financial participation by employees. Regression analyses showed that for new product launch, quality circles and ISO900 have a positive impact. Since not all new product launches do not become successes when regressed to returns ...

The Spirit of Kaizen: Creating Lasting Excellence One Small Step at a Time

Abstract: Discover the power of Kaizen to make lasting and powerful change in your organization. "Maurer uses his knowledge of the brain and human psychology to show what I have promoted for the past three decades-that continuous improvement is built on the foundation of people courageously using their creativity. Kaizen is much more than a world-class management practice; it is a technique to remove fear from our mind's mind, enabling us to take small steps to better things. The process of change starts with awareness and desire in our minds and then leads to action and change in the physical world. Readers of this book will surely find new ideas and encouragement to make improvements in personal health, performance at work, and their own well-being." (Masaaki Imai, Chariman, Kaizen Institute KAIZEN: The Small-Step by Step Solution for You and Your Company). Today's businesses love the idea of revolutionary, immediate change. But major "disruptive" efforts often fail because radical change sets off alarms in our brains and shuts down our power to think clearly and creatively. There is, however, a more effective path to change. Change that is lasting and powerful. Change that begins with one small step...It's "The Spirit of Kaizen" - a proven system for implementing small, incremental steps that can have a big impact in reaching your goals. This step-by-step guide from renowned psychologist and consultant Dr. Robert Maurer shows you how to: lower costs - by offering little rewards; raise quality - by reducing mistakes; manage difficult people - one step at a time; boost morale and productivity - in five minutes a day; implement big ideas - through small but steady actions; and sell more - in less time. Filled with practical tips and ready-to-use tools for managers, innovators, and entrepreneurs, "The Spirit of Kaizen" is the essential handbook for a changing world. You'll learn how to think outside the suggestion box, remove mental blindfolds, manage stress with one-minute exercises, and handle rising health-care costs. You'll discover the "small step" secrets for dealing with all kinds of people, from tough bosses and listless workers to stubborn clients and fussy customers. These simple but powerful techniques can be applied to almost any workplace situation, especially when you're trying to navigate the stormy waters of radical change, high-pressure deadlines, and cut throat competition. These are the same methods of small, continual improvement that have been tested by the largest companies, such as Boeing, Toyota, and the U.S. Navy-methods that will work for you, too. No matter how big the obstacle or how big the dream, "The Spirit of Kaizen" has a small-step solution to help you succeed.

The Modern Theory of the Toyota Production System: A Systems Inquiry of the World’s Most Emulated and Profitable Management System

Abstract: Systems Theory and the Relation to TPS Why Systems Theory for the Toyota Production System? Why Systems Thinking Is Not Popular When Implementing TPS Systems Theory Background A Representation of Toyota's TPS System Properties Holism and Roles Goal Seeking, Industrial Engineering, and Problem Solving Regulation and Jishuken Differentiation and Leadership Hierarchy and Hoshin Kanri Transformation, Change Management, and Kaizen Entropy and Human Resources Negative Entropy and Organizational Learning Requisite of Variety and Production Leveling Interrelationships and Supplier Development Equifinality, Multifinality, and Maintenance Summary References The Property of Holism in TPS System Property: Holism Holism and the Toyota Production System The Role Concept The Difference between Roles and Job Descriptions Role Prescriptions Role Theory and Analysis Role Components and Features The Emergent Properties of TPS: Teamwork The Emergent Properties of TPS: Collaboration and Trust among Members The Emergent Properties of TPS: Workplace Consistency Summary References The Property of Goal Seeking in TPS, Part 1 System Property: Goal Seeking Goal-Seeking Properties of the Toyota Production System Background: TPS and the Industrial Engineering Connection The Role of Industrial Engineering Industrial Engineering Theory Literature Review of Industrial Engineering Methods The Scientific Management Era Skill Sets of Industrial Engineers in the Era of Scientific Management Skill Set: Scientific Method Skill Set: Importance of Direct Observation Skill Set: Work Sampling Skill Set: Questioning Attitude Skill Set: Standardization Skill Set: Standards Engineer Skill Set: Systems Thinking Skill Set: The Process Flowchart Skill Set: Work Distribution Charts Skill Set: Time Study Skill Set: Testing, Adaptive One Factor at a Time Contemporary Industrial Engineering Skill Sets of Contemporary Industrial Engineering Skill Set: Systems Engineering and Optimization Skill Set: Process Design and Reengineering Skill Set: Experimental Design, Design of Experiments, Taguchi Methods Skill Set: Six Sigma Skill Set: Lean Sigma Literature Review Summary What Type of Industrial Engineering Identity Is TPS? Differences between TPS, the Efficiency Expert, and Traditional Lean Adapting Scientific Management to TPS and the Comparison to Contemporary IE Standardization or Kaizen (Business Process Reengineering)? Knowledge by Observation (Genchi Genbutsu) or by Inference (Data)? Scientific Method or System Optimization? Summary References The Property of Goal Seeking in TPS, Part 2 Problem Solving: The Identity of the Toyota Production System Problem Solving versus Kaizen (Improvement) Structured Problem Solving Toyota's Eight-Step Problem-Solving Methodology Human Problem-Solving Background Literature Review of Problem-Solving Methodologies Limitations with Problem-Solving Methodology Research Problem-Solving Theory and Core Thinking Skills Criteria for Evaluating Effective Cognitive Processes Applying Human Problem-Solving Theory to Toyota's Eight-Step Process Goal Clarity in A3 Thinking Productive Thinking in A3 Thinking Putting It All Together Summary References The System Property of Regulation in TPS System Property: Regulation The System Property of Regulation and the Toyota Production System Literature Review of Jishukens Literature Review of Quality Circles Using Quality Circles and Jishukens to Create a Shared Vision The Weakening and Strengthening of TPS using Shared Visions The Regulation Cycle of TPS Jishuken and Quality Circle Implementation Concepts Asking for Help and Promoting Waste Elimination Starting Point for Workplace Improvement The Team Structure of Jishukens and Quality Circles Support Functions in QCs and Jishukens Coach and Facilitate Problem Solving Jishukens and QCs Must Advance Stability through Standardization Model the Company's Approach to Work Summary References The System Property of Differentiation in TPS System Property: Differentiation Toyota Production System and System Differentiation Literature Review of Leadership The Distinction between Management and Leadership Literature Review of Leadership Theory Leadership Theory for TPS The Why Function of TPS Leadership The How Function of TPS Leadership What If Leadership Is Not on Board with Defining, Coaching, or Implementing Lean? The Where Function of TPS Leadership The When Function of TPS Leadership Summary References The System Property of Hierarchies in TPS System Property: Hierarchy The Hierarchical Property of the Toyota Production System Decision Making in Hierarchies Vertical Decision Making Horizontal Decision Making Interdependent Decision Making Interdependent Performance Monitoring and Progress Routine Work and Nonroutine Work in Hoshin Literature Review of Strategic Planning Problems and Challenges in Strategic Planning Strategic Planning Theories A System of Hierarchies: The Hoshin Process Planning Phase of Hoshin Preparation Phase of Hoshin Hoshin Implementation Phase Hoshin Evaluation End-of-Year Evaluation A Theoretical Interpretation of Hoshin Summary References The System Property of Transformation in TPS System Property: Transformation The Conversion Process in the Toyota Production System Literature Review of Change Management Conversion Process: Ingestor Conversion Process: Motor Conversion Process: Converter Conversion Process: Producer Conversion Process: Supporter Conversion Process: Distributor Conversion Process: Matter-Energy Storage Summary References The System Property of Entropy in TPS System Property: Entropy Entropy in Organizations Entropy in the Toyota Production System Japanese Management Techniques in Human Resources Japanese Management Practices and Toyota Minimizing Entropy Using the Human Resource Function in TPS Hygiene Theory and TPS: The Essential Needs of the Individual Stable Employee Relations Fair Appraisal and Treatment Improve the Terms and Conditions of Employment Workplace Communication Motivation Theory and TPS: The Intrinsic Needs of the Individual Decision Making Teamwork Workplace Competence Summary References The System Property of Reversibility in TPS System Property: Reversibility Minimizing Entropy in the Management and Labor Relationship (Reversibility) Literature Review: The Birth of the Toyota Production System as a Union The Role of Trade Unions and the Human Resource Function in the United States The Use of Lean in Human Resource Development A Difficult Implementation of Lean in Union Environments in the United States Union Problems and Lean Production in the Automotive Industry A Successful Case of Lean Production in the Automotive Sector in a Union Environment The Influence of Labor Unions in Japan on Lean Production Internal Reversibility in TPS: A Union Perspective Larger Employment Issues External Reversibility in TPS: A Union Perspective Summary References The System Property of Negative Entropy in TPS System Property: Negative Entropy Negative Entropy and the Toyota Production System Exceptional Creativity, Mundane Creativity, and Lifelong Learning Organizational Learning and Communication: Some Basic Similarities with TPS Literature Review of Organizational Learning and Communication Organizational Learning Theory Connecting the Kaizen Mind The Preferred Learning and Communication Style for the Kaizen Mind Summary References The System Property of Requisite Variety in TPS System Property: Requisite Variety A Theoretical Response to Complexity and Variety Toyota Production System and the Law of Requisite Variety Literature Review: Production Leveling The Technical and Social Structures of Production Leveling Technical System: Prevention Technical System: Reactive Social System: Prevention Social System: Reaction Summary References The System Properties of Interrelationship and Interdependence in TPS System Properties: Interrelationship and Interdependence Interrelationship and Interdependence in the Toyota Production System A Review of Toyota's Supplier Development Practices Building Positive and Interdependent Structures in TPS Summary References The System Property of Equifinality in TPS System Property: Equifinality and Multifinality The System Property of Equifinality for a Management System The System Property of Equifinality for Non-Value-Added Work Environments Literature Review The TPS Goal in Facilities Maintenance The Tenants of Waste Elimination in Maintenance Establishing Normal Work in Unknown and Nonroutine Work Environments Fewer Higher-Skilled Employees Seibi: Starting Point for Equipment and Maintenance Standards Improving Equipment Availability Using Problem Solving Summary References Summary Systems Theory and the Modern Theory Management System Properties Can Be Satisfied in Many Ways Organizing the Properties of TPS for Implementation Timing and Pace How Do You Know When the Modern Theory of TPS Is Working?

A Japanese Factory in Thailand

Abstract: The author conducted in-depth field research to examine changes in a three-year period of kaizen activities in a Japanese factory in Thailand. This research showed that for kaizen activities to be effective, (a) commitment from top managers is required at first. Further, since favorable acceptance is important in the introduction/promotion period for kaizen activities, (b) promotion appropriate to the local culture is also required. In this case, managers made the kaizen activities seem "fun" during the first-year introduction period to fit in with Thai culture and the cheerfulness of the Thai people. From the second year on, the focus of the kaizen activities shifted to become more result-oriented. If cutting costs had been the focus from the first year, the activities would not have been favorably accepted and they may not have penetrated as far as they did. In other words, (c) progressive change is required for kaizen activities to be effective.Keywords: kaizen activities, overseas factories, Japan, Thailand, in-depth field researchIntroductionA key to the overseas development of Japanese companies is the transfer of the Japanese production system. Kaizen activities, in which the entire organization actively seeks problems and solutions, are a well-known part of the Japanese production system (Abo, 1994; Aoki, 2008; Ohno, 1988).1 Especially, a distinguishing feature of Japanese kaizen activities is small groups of operators engaging in continuous improvement (Aoki, 2008; Wickens, 1987).Existing researches discuss about the possibility of transfer of kaizen activities to overseas factories (Abo, 1994; Kenney & Florida, 1993; Nakamura, 2000; Taylor, 1999) and the best way to transfer these activities (Aoki, 2008). However, it is not clearly understood how kaizen activities are actually accepted by local employees in overseas factories. Therefore, there is very little discussion on how kaizen activities should be introduced and promoted on the basis of acceptance by local employees.Accordingly, this paper focuses on Factory A, a subsidiary factory for a Japanese computer products manufacturer located in Thailand, a rapidly developing country whose outsourced mass production for Japanese companies rivals that of China. In this paper, in-depth field research on changes in overseas factories is conducted to clarify the acceptance of kaizen activities by local employees in overseas factories. In recent years, many Japanese companies have been establishing factories in developing countries rather than in developed countries. This paper focuses on Thailand, as Aoki (2008) has already conducted a study on China. The reason for selecting a computer products manufacturer is that the computer industry is so cost-competitive that even overseas factories need to reduce their costs. Factory A also requires continuous kaizen activities.Field research on Factory A was conducted four times. The first was a three-hour visit to Factory A on April 5, 2007. This visit enabled a greater understanding of Factory A. Next, a one-month field research was conducted in August 2007. In this research, the author wore the factory uniform and reported to the factory during the regular operating hours of the factory as the employees did. The author borrowed a desk in the factory office, observed the shop floor, interviewed local managers, and inspected documents. The observation of the shop floor took at least 30 hours and the interviews, including informal conversations, took at least 20 hours. The following year, a similar survey was conducted in May 15-16, 2008. During this time, the surveys at the factory took at least eight hours each day. In the final phase, the same survey was repeated in August 17-20, 2009, to confirm the results of the kaizen activities in 2008.Kaizen activities in 2007Status of Factory AIn 2007, there were 10,000 workers at Factory A, but only three of these were expatriates. …

An Analysis of Relationship between Total Quality Management and Kaizen

Abstract: Total Quality Management (TQM) and Kaizen- a continuous change toward betterment are two fundamental concepts directly dealing with continuous improvement of quality of processes and performance of an organization to achieve positive transformation in mindset and action of employees and management. For clear understanding and to get maximum benefit from both of these concepts, as such it becomes mandatory to precisely differentiate between TQM and Kaizen. TQM features primarily focus on customer's satisfaction through improvement of quality. It is both a top down and bottom up approach whereas kaizen is processes focused and a bottom up approach of small incremental changes. Implementation of TQM is more costly as compared to Kaizen. Through kaizen, improvements are made using organization's available resources. For the effective implementation of kaizen, the culture of the organization must be supportive and the result of continuous improvement should be communicated to the whole organization for motivation of all employees and for the success of continuous improvement program in the organization. This paper focuses on analyzing the minute differences between TQM and Kaizen. It also discusses the different tools and techniques under the umbrella of kaizen and TQM Philosophy. This paper will elucidate the differences in both these concepts as far as their inherent characteristics and practical implementations are concerned. In spite of differences in methodology, focus and scale of operation in both the concept, it can be simply concluded that Kaizen is one of the Technique of the T QM for continuous improvement of quality, process and performance of the organization. (Muhammad Saleem, Nawar Khan, Shafqat Hameed, M Abbas Ch. An Analysis of Relationship between Total Quality Management and Kaizen. Life Science Journal. 2012;9(3):31-40) (ISSN:1097-8135). http://www.lifesciencesite.com . 5

Toyota by Toyota reflections from the inside leaders on the techniques that revolutionized the industry

Abstract: Courage, Humility, Kaizen Darril Wilburn The Toyota Way 2001 Courage, Humility, Kaizen at the Heart Teaching Others Stability and Standardized Work Gerson Valentim Damiani Importance of Standard Work Why Work Using Standards? Operational Procedures, Work Instructions, and Work and Labor Procedures How the Work Was Done at Toyota: Standard Work before Technology How Standard Work Was Done at Toyota after the Introduction of Technology Factory Layout Objectives of the Layout Human Factor Problems in the Implementation of Standard Work Where to Place Standard Work Instructions Jidoka Renato Eiji Kitazuka with Carlos Moretti Origins Jidoka as a Pillar of the Toyota Production System So, What Is the Purpose of Using Jidoka? Using Jidoka Implementation Stages of Jidoka It Was Too Early Conclusion Just-In-Time and Kanban Carlos Fukamizu Just-In-Time Introduction Introduction of Jidoka and Just-In-Time as the Pillars of TPS Jidoka Just-In-Time Manufacturing Just-In-Time (JIT) Concept Total Customer Satisfaction More Evident Waste in the Manufacturing Continuous Flow Process (One-Piece Flow) and Pull System Lean Methodologies for Waste Elimination Examples Kaizen (Continuous Improvement) Kanban as a Technique of JIT Conclusion Problem-Solving PDCA Sammy Obara Definition Why Problem Solving Is So Important Along a Lean Transformation What Is PDCA? Do You Really Need a Method? How and Where to Find Problems The Mosquitoes Case How Well Do You Understand the Problem? Genchi Genbutsu: The Point of Cause How Well Can You State the Problem? How Well Do You Understand the Causes? Doing Well What Does Not Need to Be Done Project Management Quick Note on Deadlines Standardization Recognition A Higher Level of Recognition Yokoten: Spreading the Learning Laterally What Is Next? Toyota Kaizen Methods Art Smalley Step 1: Discover Improvement Potential Step 2: Analyze the Current Method Step 3: Generate Original Ideas Step 4: Make a Kaizen Plan Step 5: Implement the Plan Step 6: Verify the Results Summary Kaizen Culture: The Continuous Improvement Engine Stephen J. Ansuini The Key Elements of a Kaizen Culture Visible Sponsorship and Support by Management Leadership Support Clear Purpose and Aligned Goals Evolving Continuous Improvement System Phase 1: Introduction - Participation Emphasis Phase 2: Transition - Participant Development Phase 3: Process Maturation Summary Elimination of Waste in Product Design Patrick Muller Value Engineering/Value Analysis Waste in Process Design Waste in Product Design Toyota's Purchasing Philosophy Fair Competition Based on an Open-Door Policy Mutual Prosperity Based on Mutual Trust Abide by the Law Toyota's Purchasing Practices Cost Breakdown Target Costing, VE/VA, Kaizen Value Engineering/Value Analysis History At Toyota, Suppliers Challenges VE/VA and FMEA VE/VA and Marketing Practical Example Adapting Lean for Made-to-Order/High-Mix, Low-Volume Organizations Greg Lane OSKKK to Learn and Transform Learning the Processes before Managing Them Constraints Require More than Quick Fixes Process Focused, Not Product Focused Segregating Parts to Manage Differently Managing in Real-Time Necessitates Other Lean Principles Proportionally More Indirect Costs Necessitates Lean Accounting Failures Summary Lean Logistics Robert Martichenko Part 1: Purpose + People Introduction Purpose Customer and 3PL Collaboration People and Planning Part 2: Process Logistics Route Design Pull Replenishment Velocity and Understanding the Importance of Lead-Time Reduction Driving Velocity Manufacturing Plant Integration Leveled Flow Trailer Yard Layout and Visual Management Quality at the Source and Discipline of Process Lessons Learned and Conclusion Leading a Kaizen Culture Bob Plummer A TPS Symphony Discovering the Kaizen Culture Creating and Sustaining the Kaizen Culture in American Factories Implementing TPS Methods Back to the Beginning Leaving GM Hoshin Kanri Alistair Norval with Darril Wilburn What Is Hoshin Kanri? Why We Need a Strategic Planning System What Does This Result In? Countermeasure to Strategic Planning Problems Hoshin Kanri Enables Organizations to Develop Strategic Plans That Are True North Tree of Focused Activity Plan, Do, Check, Act (PDCA) Management Process Catchball Key Thinker A3 The Power of Hoshin Summary Index

Kaizen workshop as an important element of continuous improvement process

Abstract: Nowadays continuous improvement process is part of every world class manufacturing company. As such there is variety of different tools which help to manage it and lead it in the proper direction. Outcome of continuous improvement activities is flexible production with shorter lead time, and satisfied customer. To accomplish above mentioned goals, one of possible methods which can be used is kaizen. This paper presents basics of kaizen, and why it is important to conduct regular kaizen workshops as part of Continuous Improvement Process in a company. Also a Case Study about results of kaizen workshop in one Croatian Company is presented.

Human Resource Focus in TQM Awards

Abstract: The aim of this study is to discuss “human resource” focus in total quality management awards (TQM Awards). TQM Awards are Malcolm Baldrige National Quality Award, European Quality Award (EFQM), Deming Prize of Japan, and ISO9000 Series. The Baldrige emphasizes performance excellence. Deming Prize aims to achieve organizational quality. ISO9000 is to set up quality management system in organizations, and EFQM targets to obtain business excellence for organizations. TQM Awards have human resource focus due to employee involvement and process management in TQM. Firstly, human resources implement in organizational processes such as production, supply, marketing, and after-sale. Secondly, employees participate to solve quality problems in organizations through TQM practices. This is employee involvement. Employee involvement is that employees join to decision-making process, and they participate to solve quality problems to obtain quality assurance, i.e., employee involvement is that human resources participate to TQM practices in organizations such as brainstorming, quality circle, quality function deployment, Poke-Yoke, managerial boards to improve quality; therefore, TQM awards contain “human resource” variation in prize nomination.

Kaizen and Lean management autonomy and self-orientation, potentiality and reality …

Abstract: In the automotive industry there are currently two important models for improving the quality, from the commercial approach to after-sales, passing, of course, through all the stages of production. One model, the Kaizen was born in Japan in $$$$$, it is infused with the oriental culture and of way of life of the Japanese people. The other model is the Lean which appears in $$$$ and wants to be the answer, or the western version, to Kaizen. It is for me important to show that globalization and internationalization leads to transfer technologies and models from one culture to an other but that is not enough for to have the same results. This paper aims to present the difficulties met to transfer the Kaizen philosophy under the generic term of Lean management. As Kaizen, Lean Management provides technical and managerial tools that can lead to the performance but, the main difficulty seems to come from the working structure: lean management is supported by structures based on a hierarchy while Kaizen is supported by permanent interactivity between employees and their supervisors based on trust, respect and autonomy and the ethical values of solidarity and altruism. This requires a mindset which leads to give self-orientation capabilities for both each workers, employees and executives and for collectives. Here is probably a fundamental key for reengineering.

Impact of Quality Circle Towards Employees & Organization A CASE STUDY

Abstract: This study is an attempt to focus on the impact of quality circle towards employees & organization. Employee’s attitude towards participative management is also discussed in detail through the case study. The observed data are analyzed through cause-effect diagram, Pareto-diagram etc. The results and findings are not only amazing but also beneficial to both employees & organization. It results in Drastic reduction in wastage, considerable increase in average saving, minimizing financial losses, and increased employee’s motivation. By operating machine with care and minimizing wastage, the production & hence productivity increases considerably. It also aims individual as well as group development by bringing out hidden capabilities of the employees, their change in attitude, skill development & good team relationship. It enhanced the quality of the output & services. Significance and perception of training with good leadership qualities are the success of quality circle in any organization. This study reveals & suggests that the positive attitude will be developed. It leads to overall improvement in organizational culture as well as performance of employees.

Higher education in a state of crisis: a perspective from a Students’ Quality Circle

Abstract: This article introduces a Students’ Quality Circle in higher education, in the context of current debates. With increasing numbers of students entering the university and constrained financial resources in the sector, new approaches are needed, with new partnership between lecturers and students. The first Students’ Quality Circle at Kingston is located in a wider international context.

A system dynamics approach to quality improvement programs in a heavy engineering manufacturing environment: A case study

Abstract: Organisations are continually challenged to provide the best return on investment for their shareholders. This challenge has become increasingly more difficult through globalisation of the market place. Companies quickly realized to stay competitive they have to introduce quality improvement programs. Many quality improvement programs such as quality circles, statistical process control (SPC), total quality management (TQM), six sigma, to name a few, developed in the manufacturing industry with the common goal, to improve the quality of the product or service.

Relationship Between Kaizen Events and Perceived Quality Performance in Indian Automobile Industry

Abstract: Kaizen events are focused on improving the project, using a dedicated cross-functional team to a targeted work area, with specific goals, in an accelerated timeframe. Kaizen events have been widely reported to produce positive change in business results and human resource outcomes. However, it can be difficult for many organizations to sustain or improve upon the results of a Kaizen event after it concludes. Furthermore, the sustainability of Kaizen event outcomes has received limited research attention to date. This research paper is based on a field study of six kaizen events across five large scale automobile manufacturing organizations located in Chennai area. The research model was developed using the indicators of Kaizen events and the perceived quality performance factors. The model hypothesized that there is no correlation among the Kaizen Events such as Participation in Decision Making, Communication, and Respect for Top Management, Employee Involvement, Training & Education and Perceived Quality Performance. Furthermore, the model hypothesized that Perceived Quality Performance would mediate the relationship between Kaizen Events of the study. The study hypotheses were analyzed through correlation model. The kaizen event indicators i.e., Participation in Decision Making, Communication, and Respect for Top Management, Employee Involvement, Training & Education and Perceived Quality Performance that were most strongly related to each Sustainability Outcome were identified. Overall, this study advances academic knowledge regarding Kaizen event outcome sustainability. The findings also present discussion points so that practitioners may take precautions for long-term impact of Kaizen events and perceived quality performance in the selected organizations. Keywordskaizen Events, Quality performance, Total Quality Management and Performance indicators.I. IntroductionKaizen is a Japanese term, which means continuous improvement and aims at enhancing the operation under controlled working environment, kaizen events also aim at improving the process, so that workers yield efficient performance (Brunet et al., 2003). The word ‘kaizen’ is a combination of two Japanese words, ‘kai’ meaning to change, and ‘zen’ meaning to improve continuously. Kaizen has been proven as an effective tool for the change of working culture, working methods, and working experiences (Farris et al., 2009). Kaizen thrives by being adopted into the organizational culture. Successful implementation results in a cooperative atmosphere where everyone is aware of the key goals and measures of success. Kaizen is more than just a means of improvement because it represents the daily struggles occurring in the workplace and the manner in which those struggles are overcome (Kaizen Teian1, 1992; Kaizen Teian 2, 1992). Kaizen, typically referred to as an event, is an intensive and focused approach to process improvement. This lean tool seeks operational perfection by eliminating waste–non-value added activities from the perspective of the customer.“Kaizen event” is a focused and structured improvement project, using a dedicated cross – functional team to improve a targeted work area, with specific goals, in an accelerated time frame (Leterns, Farris, and Van Aken, 2006). In particular, Kaizen events have been associated with the implementation of lean production (Womack, Roos, and Jones 1990). Conducting the kaizen event helps to eliminate waste by empowering employees with the responsibility, time, and tools to uncover areas for improvement and to support change (Brunet et al., 2003). The benefits of kaizen events may be associated with both individual workers as well as the company performance. Kaizen has proven to be effective as an organizational improvement mechanism which supports employee development and improves the work environment (Farris et al., 2009). A successful kaizen event is the result of a well–planned and well-structured effort that provides base for determining the root cause of problems and implementing the solution. The purpose of this paper is to examine the relationship between the kaizen events and the perceived quality performance of the organizations, for the success and sustainability. Subsequent interpretation and analysis emphasized three types of involvement, including Participation in Decision-Making (PDM), communication, and training. Literature from the fields of lean, employee involvement, and participatory management were reviewed for this purpose. The research involved two stages, the first stage comprised two qualitative field studies to aid in the development of a survey instrument used in the second stage of research. In the second stage, surveys were administered and interviews were conducted at five organizations. Both managers and employees from the targeted process areas were interviewed at that time. The data was analyzed qualitatively and quantitatively at the individual and organizational level. First, the survey results were presented and the hypotheses tested using correlations analysis. This paper aimed to identify the relationship between the kaizen events and perceived quality performance for successful and sustainable development.II. Review Of LiteratureGenerally, Kaizen events use a cross-functional team of employees solely dedicated to the event for its duration (Minton, 1998; Bicheno, 2001). Many organizations have reported significant improvements – often 50% or greater – in key operating measures such as lead-time, floor space, Work In Process (WIP), throughput/cycle time, productivity, on-time delivery rate, and defect rate (Vasilash, 1993; Redding, 1996; Rusiniak, 1996; Sheridan, 1997b; Oakeson, 1997; Cuscela, 1998; Melnyk et al., 1998; Minton, 1998; LeBlanc, 1999; McNichols et al., 1999; Hasek, 2000; Creswell, 2001; Butterworth, 2001; Bane, 2002; Bradley & Willett, 2004; Martin, 2004). However, it appears that Kaizen events could be a vehicle to implement the concept of kaizen within an organization (LeBlanc, 1999; Kumar & Harms, 2004).A. Kaizen Event Indicators 1. Participation In Decision-MakingThe perception of participation in decision-making was defined as the extent to which participants perceive themselves as involved

Peer Evaluation of Master Programs: Closing the Quality Circle of the CDIO Approach?

Abstract: A quality assurance project was conducted within the framework of the Nordic Five Tech Alliance (N5T), a strategic alliance of the five leading technical universities in Denmark, Finland, Norway, and Sweden. The project concerned the development of a common quality enhancement tool for conducting peer evaluations of educational programs to enable their further development and close the quality circle. In addition, the project will contribute to the consolidation of the N5T alliance by facilitating contacts between faculty members and providing them with an in-depth knowledge of the study programs within their field at another N5T institution. The article describes the quality enhancement tool in detail, its contribution to the development of the involved programs, and how international peer evaluation can contribute to closing the quality circle. Finally, it assesses the value of the approach to contribute to the creation of long-term relationships in educational networks.

Communities of circles

Abstract: The two editors have jointly been involved since 2005 in the series of conventions and international dialogues which have resulted in this special issue. We had both been involved in the Quality movement in industry and shared our frustration at developments, as in the UK the focus was increasingly on Compliance rather than Empowerment. An overwhelmingly top-down process tended to stifle innovation and creativity by individual workers, rather than empowering them to bring about continuous improvement. The first sign of change did not come from the UK or USA, but from Asia. Japan had been the birthplace of Quality Circles, and India hosted their adaptation for schools, with Students’ Quality Circles. It was not possible to visit City Montessori School in Lucknow, India, without being overwhelmed by the energy and enthusiasm of Circles of young people, tackling practical problems, and giving case study presentations of professional standard. With the founder manager Jagdish Gandhi taking a visionary lead, there is an atmosphere that is not so much Hollywood or Bollywood, but ‘‘Qualiwood’’: scale, colour, energy, enthusiasm, discipline, choreography: unforgettable. The editors faced the challenge of going from national and international conventions, to produce a truly international set of articles which can provide a shared resource for ongoing staff development and building of a global movement. At conventions we tend to find twin agendas for student participants and staff advisors. As the movement has grown, the need for development, dialogue and reflection has steadily increased. The resulting collection of articles is the outcome of a truly international ‘‘Community of Circles’’. The directors generals of the national chapters of the World Council for Total Quality and Excellence in Education (WCTQEE) are in almost daily contact, as they recognise how much they have to learn from each other. We see the launch of bilateral projects, often bringing together national groups with histories of tension. The Students’ Quality Circle movement has used the English language, but with approaches to education and work organisation which come from many other countries around the world. We have become accustomed to fluent performances by students from the age of 8. They represent our future. Older members of the WCTQEE Board have come to recognise that we are a Senior Quality Circle. We share our experiences and insights and hope to be of use to our younger colleagues and students. In SQCs, young people of all ages are able to talk about a world at peace, where people of different religions can live and work together, and where a problem shared and tackled can be a problem solved. This is practical collaboration, creating collaborative advantage. The SQC movement has significance beyond education. It offers a human-centred alternative to the dead hand of Taylorism. It provides a route to empowerment in the new global knowledge society. In a world of problems and divisions, we have a movement in many countries which knows that sustainable solutions can be found. It is not R. Ennals (&) Department of Corporate Responsibility and Working Life, Kingston Business School, Kingston University, Kingston Hill, Kingston KT2 7LB, UK e-mail: richard.ennals@gmail.com

Active participation in preventionist professional practices: a specific ergonomics training course

Abstract: Currently, the different forms of corporate management methods (quality circles, lean manufacturing, etc) are usually based on employee mobilisation Very often, the goal of this type of approach is at best, to ensure that employees embrace corporate projects, or otherwise to impose changes on them without taking into account the real work and difficulties that they face daily However, do these employee solicitation methods converge with participatory approaches as envisaged by ergonomists and more generally, preventionists? Based on the observation that the activity of institutional preventionists evolves with regulatory constraints and work related to the monitoring of indicators, the implementation and steering of the participatory approach within companies may be a major lever for prevention After describing the foundations of a participatory approach, this paper will present a training experiment aimed at implementing and promoting employee participation in prevention efforts The content of this training is then analysed with regard to the balance between methodology and the use of trainees' narratives The results of the training session are presented from the point of view of the development prospects for pedagogical tools and the organisation of the training

An evaluation of Students’ Quality Circles and the World Council for Total Quality and Excellence in Education

Abstract: This research was sponsored by the government of Japan through the UNESCO/Keizo Obuchi fellowship programme, to promote a culture of peace ideals through peace education. Conducted at Kingston University, UK, from September 2010 to January 2011, it was facilitated by the Mauritius National Commission for UNESCO and the Ministry of Education and Human Resources. It emphasises innovation and partnerships to tap hidden potentials of individuals, and bring people to work together for peace and progress. Globalisation has facilitated free trade and the flow of information, but it has shown the difficulties of managing cultural diversity. The importance of dialogue and intercultural learning is emphasised, but needs to be practised from an early age. Can Students’ Quality Circles, which have roots in ‘Quality Circles’ from industry, empower young individuals to develop problem-solving skills? How far is it sustainable? At a time when ‘Corporate Social Responsibility’ is cautious about investment and the UN Millennium Development Goals for many countries are a priority, can SQCs help to bridge the gap?

[Physicians-pharmacists quality circles: shared responsibility of the freedom of prescription].

Abstract: Physicians-pharmacists quality circles (PPQCs) were introduced in 1997-98 by visionary healthcare practitioners of the French-speaking part of Switzerland with the aim to improve the quality of drug prescription. Indeed the challenge is to manage the 7917 brand names of the Swiss drug market (2010), including 19793 different dosages, galenic formulations and packaging. The impact of these PPQCs on the containment of drug costs and on drug prescribing profiles has been demonstrated and has led to their spread throughout Switzerland. PPQCs provide clear educational benefits and have thus been accredited by various continuous education bodies. In this article, participating physicians and pharmacists share their vision and illustrate how they work and influence the safety and efficiency of drug prescription, a routine process complex enough to warrant sharing of its burden in a constructive interdisciplinary collaboration.

Leadership Styles, Industry Fit, and Quality Focus

Abstract: EXECUTIVE SUMMARY This paper explores the relationship between organizational leadership styles and success in implementing quality in organizations. A list of 144 leaders supporting quality initiatives was identified by the authors. The leaders were sorted using a q-sort technique into ten popular leadership styles as identified by Manktelow (2007). The ten popular leadership styles were condensed for analysis into two broad categories: employee-oriented and production-oriented leadership styles. Across eight different industry categories the percentage of employee-oriented leaders ranged from a low of 65% in retail/wholesale to a high of 100% in agriculture/mining/construction and government/non-profit groups. However, these differences were not statistically significant. Keywords: Quality, Leadership, TQM, Quality initiatives, Six-sigma INTRODUCTION Over the past few decades, many organizations, including non-profits, have adopted quality initiatives, with various degrees of success. Some questions associated with quality initiatives may be: Why do some entities succeed significantly with implementing quality, while others fail? Are certain leadership styles more pervasive in heavy manufacturing versus services? Are certain leadership styles more typical in high tech versus non-profits? The premise of this article is that organizational leadership significantly impacts successful implementation of quality initiatives. Whether the quality foundation is Six Sigma, Lean, total quality management (TQM) or other, it is effective leadership throughout the organization that may make the difference. A leader's role is extremely critical, especially when there is a need for a paradigm shift. A paradigm shiftoccurred within the United States when businesses started focusing on quality to achieve competitive advantage in the 1980s. Organizations moved away from focusing primarily on the quantity of production and came to recognize the importance of the quality of production. The shiftto focus on quality in the USA did not happen as a result of an innate desire of American businesses to change. This change occurred as a result of external pressures imposed by Japanese businesses providing quality products. to consumers by the late 1970s and early 1980s. This was shocking for American management. As recently as the 1960s, Japanese products did not command much respect from American consumers and the label of "Made in Japan" was synonymous with cheap, inferior products. An NBC News White Paper television broadcast ("If Japan Can...Why Can't We? NBC White Paper television broadcast," 1980) began the quality revolution in America and quality practitioners such as Deming and Juran were introduced to western business. In the 1980s and 1990s, American managers visited Japanese manufacturing plants to learn Japanese quality management philosophies. Various approaches such as quality circles, lean, just-in-time inventory (JIT), TQM, etc., were imported from Japan to the USA (Ciampa, 1992). American home-grown concepts, such as six-sigma, slowly gained popularity among American businesses. However, it took several decades before the quality gap between American and Japanese products was minimized. Not all American businesses were successful in making a paradigm shifttoward improving quality. Perhaps it takes the appropriate leadership style to adopt and support a quality culture. LITERATURE REVIEW The literature review for this article is being drawn from two separate areas: quality and leadership. Hence, they are presented in two separate parts. Quality The importance of quality has been a point of discussion for a variety of industries for the last 70 years. By the late 1990s, researchers started to establish empirical relationships between organizational success and quality implementation. Hendricks and Singhal (1997) found that organizations with a strong TQM focus achieved superior performance on operating incomebased measures. …

Quality as empowerment: going around in circles

Abstract: The article introduces a new international educational community based on Students’ Quality Circles, in which industry and education have learned to collaborate for mutual benefit. In each country represented in this special issue, there have been distinctive bottom-up initiatives, informed by the experience of collaboration. We emphasise Quality as Empowerment.

Older workers: a suitable case for circles?

Abstract: The article considers relations between the generations, with particular attention given to older workers, who also face the pressures of responsibilities to both parents and children. The situations in Norway and the UK are compared. The case is made for support structures, such as senior quality circles, at the threshold between employment and retirement.

An empirical study on relation between management styles and human resource development focusing on a group activity

Abstract: This research analyses human resource development (HRD) by a group activity in a business organisation. Among many types of group activities, the study focuses on a quality control circle (QCC) activity. As an analysis perspective, relation between management styles and capability development is tested. According to differences on group members’ composition or differences in a scope of group activity, effectiveness of capability development are analysed. In addition, activities facing with difficulties are focused and common features of these activities are clarified. Based on a result of quantitative and qualitative analysis, implications and guidelines for management of group activities are suggested.

Succeeding through People – an Overview of How Business Excellence Practices have changed the HR Landscape

Abstract: In the last 60 years HR practices have undergone many changes. Driven by business conditions and advancements in technology, people practices have helped in steep improvements in productivity and value creation. Since the advent of TQM in Japan in 1950, kicked off by the visit of Dr W Edwards Deming, the HR ethos has moved from the days of “Time and Motion Study” of Frederick Taylor to Quality Circles and beyond where the philosophy has been one of “Continuous Improvement leading ultimately to Personal Growth and Self Realization”. The Business Excellence (BE) movement which was started in the USA in 1987 through the declaration of the Malcolm Baldrige National Quality Award (MBNQA) for excellently performing US companies, was a logical extension of the TQM wave that swept Japan and other countries. The MBNQA was followed by several BE models, like European Foundation for Quality Management (EFQM). Building on the key concepts of TQM, such as Plan, Do, Check, Act (PDCA), the BE models set the tone for a holistic look at managing companies through systematic process deployment. People practices came in for their share of scrutiny and large scale improvements. This study highlights the areas where the BE wave has impacted Human Resources (HR) and people practices. It also deals with the differences between the TQM and the BE ways of embracing the HR function to align people workings with the rest of the company requirements thereby providing the methodologies to ensure that people remain at the centre of the excellence drive by companies in an increasingly competitive world.

Human Resource Management Practices and Organisational Performance : A Study on Administrators in Universiti Teknologi MARA

Abstract: This quantitative research aims to determine the relationship between human resource management practices and performance management in Universiti Teknologi MARA. The study is conducted to the administrators who involve in the human resource matters and administration in all faculty, branch campus and department. Instrument of assessment questionnaire by Chand and Katou (2007) and Brewster and Hegewisch (1994) used to measure human resource management practices and instrument questionnaire by de Waal and Frijns (2011) to measure organisational performance. All variables in HRM practices have relationship with the organisational performance, where manpower planning and quality circle have the strongest relationship. Of the six hypotheses tested, five were substantiated and one was not. It is also indicated that quality circle has the most correlation effect on organisational performance.

Hammers, nails, sealing wax, string and gunpowder!

Abstract: Starting from experience of working with Japanese Quality Gurus, and decades of industrial consultancy, this article addresses the fundamental principles of the Quality Movement and suggests ways forward for Quality as empowerment, led from education. Quality Circles, empowering workers, and Students’ Quality Circles, empowering students, provide a starting point for educational, economic and social innovation.

SQCs in Turkey as “Imece Circles”

Abstract: The history of Total Quality in Education and Students’ Quality Circles in Turkish educational institutions is introduced through “Imece Circles (ICs).” The history dates from the foundation of the Turkish Republic in 1923, and industrial quality-focused reforming actions in the 1980s. The Total Quality implications of the Ministry of National Education in 1990s will be discussed, with an account of the efforts of the writer as the Director of the Turkish Center for School of Quality and the Director General for Turkey for the World Council for Total Quality and Excellence in Education. The theory, practices and outcomes of nearly 2,000 ICs will be reported. Among the key innovations has been “Total Quality Management,” and its implementation, through various methods and tools, in different settings such as “Quality Circles.” The article concludes with some recommendations.