Purpose – The purpose of this paper is to compare and discuss the evolution of six important management systems: Japanese Total Quality Control (JTQC), Total Quality Management (TQM), Deming's system of profound knowledge, Business Process Reengineering (BPR), Lean Thinking and Six Sigma. Indeed, the contribution of this paper lies in the concurrent analysis and classification, by the means of a literature review, of the results and critical implementation factors of the six systems. Deming's Plan‐Do‐Check‐Act (PDCA) has been used to classify the findings from the literature review. Design/methodology/approach – The research methodology is based on a literature review. The literature review has been carried out for each single system, trying subsequently to compare and discuss the results. Findings – Inside the six systems, nine common factors have been found and proposed. They are: results and benefits; management style; deployment of the system; employee management, deployment and participation; voice of the customer; tools, techniques and IT; optimisation of the system; day‐by‐day check and control of the results and review of the system. Research limitations/implications – This paper presents some limits due to the fact that it is based on a literature review. This implies that more research about the findings should be carried out: TQM in Western companies, Six Sigma that could have substituted TQM, Six Sigma and TQM in Japan, Deming's system developments and the influence of the Japanese style on Lean Six Sigma. Originality/value – For the first time a paper tries to compare and discuss the six most important systems dedicated to quality and operations improvement.
International Journal of Lean Six Sigma – Emerald Publishing
Published: Nov 22, 2011
Keywords: Total quality management; Business process re‐engineering; Japanese total quality control; Deming's system; Lean thinking; Six Sigma
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