Quality Management Journal - April 2019 - ASQ

Quality Management Journal - April 2019

Volume 26 • Number 2

INTRODUCTION

ARTICLES

  • Analytical modeling of supply chain quality management coordination and integration: A literature review
    By Juan M. Cogollo-Flórez and Alexander A. Correa-Espinal
    Development of analytical models on coordination and integration of quality management in the supply chains context is an ongoing research avenue. The purpose of this paper is to identity the main contributions, model types, applied tools, and research trends on analytical modeling of supply chain quality management (SCQM) coordination and integration. This paper develops a comprehensive literature review and a taxonomical classification on the studies published from 2000 to 2018, which proposed analytical models for SCQM coordination and integration. The pending issues to be solved in analytical modeling of SCQM coordination and integration are focused on how to develop dynamical models that incorporate a greater number of factors and agents of the supply chains. The new models to be proposed should consider multiple products, time periods, supply chain levels, and adequate performance indicators and objective functions, which allow analyzing how quality management practices affect the supply chain overall performance.
  • CSR discourse: A factor affecting the success of France’s SMEs?
    By Kais Mtar
    The effect of a CSR approach on the performance of small and medium-size enterprises (SMEs) is an issue that deserves to be addressed to researchers, practitioners, and public and private managers. Thus, the purpose of this study is to examine the causality between social norms and the performance of 1,076 SMEs. The results show that the implementation of environmental or ethical certification enables SMEs to increase their added value, improve their turnover, and boost the productivity of their financial capitals. On the other hand, certification has no effect on the labor productivity of SMEs’ aims to provide a significant contribution to research.
  • A review of the Six Sigma belt system for manufacturing small and medium-sized enterprises
    By Roland Stankalla, Felicita Chromjakova and Oksana Koval
    The Six Sigma methodology creates many possibilities for radically improving process and product quality. While Six Sigma was initially applied within large corporations, the interest of small and medium-sized enterprises in improvement initiatives is increasing. A decade ago, small and medium-sized enterprises became aware that they can enhance their capability, improve quality, and increase their profitability by using Six Sigma. One of the most critical success factors for the implementation of Six Sigma is a strong organizational infrastructure led by different Six Sigma belts. Thus, the aim of this article is to examine the Six Sigma belt system for small manufacturing companies based on a detailed literature review. The fact that few research papers have been published regarding this research field indicates the Six Sigma belt system for small and medium-sized enterprises has not yet been adequately studied and thus opens the door for future research. Nevertheless, it can be concluded that the original Six Sigma belt roles used by large organizations cannot simply be transferred for the application in small enterprises, as there are too many differences between these two company types. This means an extensive organizational infrastructure like in large organizations is not needed in small enterprises. There are various expert opinions but almost no empirical evidence regarding the availability, proportion to the total workforce, working time, hierarchy, project executions, and cost savings of the various Six Sigma belts in small enterprises. For this reason, this paper highlights the need for a standardized approach of the Six Sigma belt system for manufacturing small and medium-sized enterprises.

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