The TQM Journal

Tito Conti

2010 The TQM Journal

doi: 10.1108/17542731011053280

Purpose – The purpose of this paper is to discuss the ongoing developments of quality management systems theories and to summarize results of experiments that the author has been conducting since 2003 on convergence of quality thinking and systems thinking and the value generation process in the systems perspective. Design/methodology/approach – The paper discusses the ongoing developments of quality management systems theories and summarizes results of experiments on convergence of quality thinking and systems thinking and the value generation process in the systems perspective. Findings – The first finding is the real incorporation of the modern systems view into quality management; the second is the key role of joint quality and systems thinking in value generation. Techniques and technology are absolutely necessary, but they will not produce the necessary changes. Among the competitive factors, they are no longer the most critical. The fragmented view of management is not just a quality management problem, but also a general management problem. At the roots of the problem of approach and tool fragmentation there is a strategic fragmentation, the lack of systemic perspective, silos‐type organizations, excessive specialization. Originality/value – The paper consequently focuses on the value creation process and on how to revisit managing for quality in the systems perspective.

Jacob Eskildsen; Kai Kristensen; Henrik Gjesing Antvor

2010 The TQM Journal

doi: 10.1108/17542731011053299

Purpose – This paper aims to focus on the relationship between job satisfaction and national culture. Many studies have reported differences in job satisfaction between countries but none has included national culture as a mediating variable. The paper seeks to attempt to do exactly that by relating data from the European Employee Index™ to Hofstede's national scores on five dimensions of national culture. Design/methodology/approach – The analysis covers 22 nations with a job satisfaction sample size of more than 25,000 respondents. The satisfaction data are subsequently related to Hofstede's national scores on five dimensions of national culture. Findings – The analysis demonstrates that national culture does influence the result of job satisfaction studies. Research limitations/implications – It is important to note that the managerial implications of these findings are limited to some extent. A multinational company conducting job satisfaction studies in different national settings cannot influence the scores on the cultural dimensions. There are no managerial actions that can be taken to eliminate the influence that national culture has on a job satisfaction study. Practical implications – The managerial consequences are that it is virtually meaningless to compare the results from a cross‐national job satisfaction study without considering the impact that national culture has on the results. It would be much better to follow Deming's advice on performance appraisal. According to this organizational units from different cultures should be evaluated in relation to their ability to improve job satisfaction instead of being compared without taking national culture into account. Originality/value – The paper gives a theoretical explanation for the influence that national culture has on national job satisfaction levels as well as on other evaluations of job‐related aspects and confirms the theoretical considerations through empirical analyses.

Erik F. Steketee

2010 The TQM Journal

doi: 10.1108/17542731011053307

Purpose – In The Netherlands it has become apparent that disruptive dysfunctional families do not receive the treatment and support they need. This has forced a breakthrough in critical social problems and creeping bureaucratic paralysis. This paper aims to investigate this issue. Design/methodology/approach – The paper illustrates how process management can be used successfully as a methodology to lever a social problem, namely with dysfunctional families with disruptive behaviour. In Amsterdam a revolutionary approach has been implemented in a pilot of five severely multi‐problem families. Findings – It was found that the system of family care itself is responsible for dramatic family problems and low effectiveness of the programs. The pilot was evaluated and it was concluded that the model is successful. Families get a well‐managed and engaged supply of care, coaching and supervision. Waiting queues are by‐passed, evidence‐based family therapy is available, the process is consistent and binding to both parties involved. Social implications – The model is being implemented throughout the city since the (Board of) Mayor and Aldermen invited other boroughs to adopt this approach and improve cooperation in the care supply chain. Originality/value – The case study suggests that process management can have a large beneficial impact on managing various current social problems.

Rafał Haffer; Kai Kristensen

2010 The TQM Journal

doi: 10.1108/17542731011053316

Purpose – This paper aims to show the importance of people management as a key indicator of business excellence based on four research projects, conducted on the samples of Polish (in the years 2004‐2005 and 2006‐2007) and Danish companies (in 1999 and 2005). Design/methodology/approach – EFQM Excellence Model indicators were used as the evaluation criteria for the studies. The data were next estimated as a structural equation model by partial least squares using SmartPLS software. That estimation was conducted on the model of the Danish Business Excellence Index methodology. Presented data make it possible to compare developing Polish and developed Danish companies in their initiatives aiming at business excellence. Findings – The results indicate significant negligence in the management of human resources as one of the initiatives towards business excellence of Polish enterprises before Poland's accession to the European Union (EU). At the same time, the results from the years 2006‐2007 confirm that, after several years of the functioning of the Polish economy in the structures of the EU, the role of the human factor as a key indicator of business activity results has increased, leading to a drop in the distance dividing Polish and Danish enterprises. Originality/value – The paper is a continuation of previous work by the authors, which made it possible to compare developing Polish and developed Danish companies, before Poland joined the EU in 2004. The paper builds on the research and conclusions contained in the previous work of the authors, adding new data coming from Poland, collected in 2006‐2007.

Robert Karaszewski

2010 The TQM Journal

doi: 10.1108/17542731011053325

Purpose – Few works have dealt with the impact of a corporation's country of origin on the perception of the qualities and behaviour expected of its leaders. This paper seeks to focus on these aspects with special attention to the specific nature of the Japanese leadership style. The choice of Japan was conditioned neither by the author's admiration for this country, nor by his admiration for their unusual determination to attain perfection, but mainly by the position that Japanese corporations occupy in the global economy. The main objective of the work is to analyze the nature of the vision creation process. Design/methodology/approach – The research project incorporated surveys of and interviews with 2,000 of the world's largest corporations (the Forbes Global 2000 database (2006 version)). Findings – Japanese corporations' leaders more frequently opt for giving their subordinates a free hand in shaping their own visions than leaders of the other researched corporations. However, in nearly all the cases it was mentioned that the proposed assumptions must be coherent with the vision envisaged by top management. Originality/value – The paper attempts to examine the phenomenon of leadership from the perspective of corporate business. The work deals with the problem of the impact of the corporation's country of origin on the perception of the expected qualities and behaviours of its leaders.

Roland Jochem; Martin Menrath; Katja Landgraf

2010 The TQM Journal

doi: 10.1108/17542731011053334

Purpose – The performance measurement system reflects the corporate strategy and overall business objectives of an organization. The alignment of the performance indicators with the company's critical operating factors, and the processes having bottle‐necks alongside the value chain, could result in a very compact, target‐oriented, and quality‐based performance measurement system. This paper aims to investigate this issue. Design/methodology/approach – The quality‐based performance measurement system is developed by integrating the existing performance indicators of an organization with those of best‐in‐class management practices. The organizational processes included range from business leadership to the operational level. The key performance indicators (KPIs) depict the existing status transparently and comprehensively, whereas later on they can be used to control the processes with the pre‐defined values/measures. The KPIs of a process are documented and standardized once they are implemented. An action plan is then developed to write down the prerequisite for the new KPIs and to prioritize the existing ones for the sake of improvement. Findings – It is affirmed that most of the employees had found the performance measurement system a very useful tool to tightly control the flow of their processes. It is very important to mention that this system does not mean giving way to another flood of information; instead it is designed to support the company's decision‐making process through target‐oriented indicators that could be compared with the existing best practices. Originality/value – The concept described is aimed at developing and implementing a quality‐based performance measurement system within an organization. This system is developed through comparing the existing organizational practices with those having been labelled “Best‐in‐class” and it provides an alternative to the Balanced Score Card approach.

Daniel Firka

2010 The TQM Journal

doi: 10.1108/17542731011053343

Purpose – Between 2004 and 2007, the Argentinian Institute for Quality conducted an investigation exploring how Six Sigma practices evolved within a set of organizations. The goal was to determine which variables influenced this evolution and the relative weight of critical success factors as the methodology matured. This paper aims to investigate the results of this study. Design/methodology/approach – The methodology followed was a qualitative study of multiple cases thorough interviews with key players in the organizations that agreed to take part in the investigation. Findings – The study found a complex landscape that makes it difficult to speak about a “one size fits all” definition of Six Sigma, particularly years after the initial deployment. Moreover, certain interactions between factors are summarized, showing how some of the case companies were able to cope with their negative effects. Originality/value – The results of the study could be beneficial to assess the situation of Six Sigma within an organization and the obstacles and issues that could appear as the initiative evolves.

Kris Bonner

2010 The TQM Journal

doi: 10.1108/17542731011053352

Purpose – Since 2005, the BRABO programme has been part of the province of Antwerp's general intention to move towards an objective‐oriented organisation. With this quality programme, the organisation intends to base its policy on an administrative agreement and a policy programme. BRABO represents the first step towards defining strategic and operational objectives in line with existing policy directives. The programme, and the corresponding communication and change management, gradually created a certain culture in terms of policy reporting and adjustments. This paper aims to investigate this issue. Design/methodology/approach – Attention is paid to the objectives, the most important achievements of the subprojects. Furthermore, the BRABO case demonstrates the added value of the project approach and change management methodology used. Finally, important issues that were encountered are discussed, as well as lessons learned. Findings – The paper finds that a change in culture is a gradual process. It requires a major commitment of the (top) management. The top management should demonstrate what the additional value of the policy cycle is (for example, by effectively identifying and steering agenda based on issues). Originality/value – At this moment, the structure, the conceptual model and the methodology of the policy and financial cycle are well integrated within the province. A major challenge for the province of Antwerp is to strengthen this culture further and make sure that the policy and financial cycle are fully integrated into the regular activities of the province at all levels.

Hector Hernandez

2010 The TQM Journal

doi: 10.1108/17542731011053361

Purpose – Quality certification to international standards is an obligatory requirement for automotive and truck industry suppliers of original equipment manufacturers (OEMs). The unique aspect of companies that had their foundation in research and development (R&D) and evolve to operations is that they require a different approach to implement and certify their quality management system. This paper aims to investigate this issue. Design/methodology/approach – The strategy was to plan an effective implementation of a quality system through the continual application of internal audits and supplier readiness reviews. The evaluation processes for departments and stakeholders had been in place since the first “Gap” audit when assessing the level of compliance against the international standard and the customer requirements. Findings – Seven aspects were part of the readiness reviews (Engineering, Operations, Supply Chain, Quality Assurance, Material Control, Supplier Control, and APQP). Each aspect was assessed independently up to its complete implementation. The level of engagement of the implementation team and the commitment of the top management were increased with each audit result. Practical implications – Creation and improvement of policies, procedures and forms were part of the strategy to ensure that the internal audit process remains objective de rigueur to assess the effective implementation of the system. Check‐lists and recurrent internal audits were performed on the brand‐new operations activities of the company. Originality/value – The introduction of the known maturity level of processes is a method of factorizing and setting priorities for the implementation.