Increasing competitive pressure in all business sectors (e.g. private, public SME) is reflected in the continuing quest for business improvement philosophies and methodologies to address this challenge. Recent developments have included increased organisational and academic interest in the six sigma approach to business improvement. There are many organisational examples (mainly USA and UK based) of large scale improvements in defect and process measures attributed to this approach. However, there is a paucity of critical studies on six sigma beyond that of “how to” and that of descriptive accounts, with a focus on measures and results rather than employee involvement and motivation. The aim of this paper is to explore the development of six sigma in a multilevel case analysis, from both a process perspective and a people perspective. The findings show that the case organisation had to widen its conception and application of six sigma to include people and organisational criteria to enable the approach to...

A multilevel case study critique of six sigma: statistical control or strategic change?

TQM has enjoyed great popularity in industries of all types since its development in the mid-1980s. However, in recent years, interest in TQM has declined. In contrast, Six-Sigma, especially in its form implemented by General Electric (GE-6σ), has become a popular management tool in the world. As a result, some researchers and practitioners assert that firms should implement Six-Sigma in preference to TQM. This paper analyses the contents and practices of TQM and Six-Sigma, and compares them against twelve dimensions. It is concluded that TQM cannot be replaced by Six-Sigma. However, TQM cannot obtain the radical results achieved by Six-Sigma. It is suggested that the implementation of Six-Sigma can make up for this deficiency in TQM. Although the manipulation and management practices of TQM and GE-6σ are somewhat different, there is congruence between their quality concepts, leadership, and culture. In addition, TQM and GE-6σ share the same goals of pursuing customer satisfaction and business profits, and the integration of TQM and GE-6σ should therefore have synergistic effects. The present paper utilises customer loyalty and business performance as the strategic goal of an integrated model of the two programmes. The proposed model discusses management principles, implementation practices, and cultural changes implied by integration. This integrated model is of significance for practitioners and academics alike.

An integrated model of TQM and GE-Six-Sigma

The purpose of this paper is to present the framework of a fourth paradigm since the existing three paradigms in quality management are not sufficient anymore to understand what happened in the past and surely fail to understand what is happening at the moment and needed in future.,A literature review has been undertaken on different visions on quality management that are used. The underlying principles have led to three quality paradigms. Literature on quadrant models is studied to place the three existing paradigms and identify the possible characteristics of the fourth.,One can discern four quality paradigms in quality management: the Empirical Paradigm, the Reference Paradigm, the Reflective Paradigm and the Emergence Paradigm. The use of these paradigms differs according to the context. Together they form a concept of Total Quality Management. At the moment the Emergence Paradigm has not had enough attention although it might be the best equipped to find new ways of working for the organisations in the current context.,In the literature review the authors selected seven journals in the Business Source Premier database: Total Quality Management (Total Quality Management & Business Excellence); the Academy of Management Review; Product and Operations Management; Organisational Dynamics; the Harvard Business Review; the Sloan Management Review and Organisational Behavior and Performance. In the advanced search mode the authors entered two subjects: “quality management” and “paradigm”. The selected results (in total 289 articles) were examined for its fitness for answering the questions above. That resulted in a selection of 26 articles that are being used in the literature review.,The Emergence Paradigm can be further investigated on its use for quality management in organisations in times of emergent change. Some first insights have been presented here.,The Emergence Paradigm can have impact beyond the field of quality management.,The paper provides new insights in the essence of quality management in times of change and clarity on the usability of the thoughts and tools of four different paradigms in the twenty-first century.

https://www.emerald.com/insight/content/doi/10.1108/TQM-04-2018-0045/full/pdf

Twenty-first century Total Quality Management: the Emergence Paradigm

Purpose – This paper seeks to elaborate the reasons why quality management programs (QMPs) frequently fail to produce the intended results, and to demonstrate how QMPs could be effectively institutionalised in an organisational setting.Design/methodology/approach – A survey of literature from different management fields was carried out to determine how the main issues about QMPs' implementation are discussed in diverse areas (such as strategic and operations management) and how useful insights regarding better implementation and institutionalisation of QMPs could thus be induced.Findings – To harness maximum benefits, QMPs need to be implemented as a meta‐methodology (or meta‐management) targeting the whole enterprise. The QMPs need to be effectively integrated with the business strategy, which steers the business processes towards its unique competitive advantage. An undesirable scenario would be employing QMPs as sub‐methodologies that take the form of tools and techniques (quick fixes) and thus remain ...

Why quality management programs fail

The aim of this paper is to investigate the future of total quality management (TQM) by determining the scope and depth of the influencing or driving factors that will shape the body of knowledge, known as TQM, into the future. The rapid rate of change in global and niche markets has increased pressure on organisations to become more competitive. TQM is not immune from such changes. Rather, TQM theory and practice must continually adapt to be in the vanguard of such change and potential future changes. The research to determine the influencing/driving factors for the future of TQM involved a panoptic literature review and an inductive grounded theory approach using multiple case studies. Overall, the research indicates that both the mechanistic and organismic aspects of TQM will continue into the future, along with the continual representative development of initiatives to meet current and future organisational change. Furthermore, the TQM discourse will remain a challenging research area for both academics and practitioners.

Influencing the future of TQM: internal and external driving factors

Total quality management (TQM), which started in Western countries about 15 years ago, generated great interest in most firms. The paper deals with this approach, which has known ups and downs, and...

The new faces of total quality in Europe and the US

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The new faces of total quality in Europe and the US