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Implementing statistical process control: an organizational perspective

Implementing statistical process control: an organizational perspective Purpose – The purpose of this paper is to contribute to the understanding of how statistical process control (SPC) methodology can be implemented and used in organizational settings. Design/methodology/approach – An action research model was used. Data were collected through formal meeting protocols, interviews and participant observation. Findings – Based on the results of an action research project, the paper emphasizes the need for: top management support with respect to roles such as infrastructural assistance, mentor, critic, financer; creating system validity through the involvement of people with experiential knowledge about the “world” in which SPC should be applied; keeping a small, highly knowledgeable development team with appropriate expertise together during the whole process from beginning to end; keeping the various end‐users in focus but separate and prioritising between their different needs; and working with iterative design methodology. Research limitations/implications – The paper provides the research field with a unique case of implementing SPC using a computerized administrative data system. Practical implications – Organizations are given guidelines to use when implementing SPC. Originality/value – The paper contributes knowledge in an underdeveloped field of research. It may provide a basis for further research and scholarly analysis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality & Reliability Management Emerald Publishing

Implementing statistical process control: an organizational perspective

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0265-671X
DOI
10.1108/02656710810881872
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to contribute to the understanding of how statistical process control (SPC) methodology can be implemented and used in organizational settings. Design/methodology/approach – An action research model was used. Data were collected through formal meeting protocols, interviews and participant observation. Findings – Based on the results of an action research project, the paper emphasizes the need for: top management support with respect to roles such as infrastructural assistance, mentor, critic, financer; creating system validity through the involvement of people with experiential knowledge about the “world” in which SPC should be applied; keeping a small, highly knowledgeable development team with appropriate expertise together during the whole process from beginning to end; keeping the various end‐users in focus but separate and prioritising between their different needs; and working with iterative design methodology. Research limitations/implications – The paper provides the research field with a unique case of implementing SPC using a computerized administrative data system. Practical implications – Organizations are given guidelines to use when implementing SPC. Originality/value – The paper contributes knowledge in an underdeveloped field of research. It may provide a basis for further research and scholarly analysis.

Journal

International Journal of Quality & Reliability ManagementEmerald Publishing

Published: Jun 27, 2008

Keywords: Statistical process control; Performance measures; Knowledge management

References