Japanese total quality control, TQM, deming’s system of profound knowledge, BPR, lean and six sigma: Comparison and discussion

International Journal of Lean Six Sigma

Volumn 2, Issue 4, 2011, Pages 332-355

  Chiarini, Andrea ^a,b  

^a Chiarini and Associates   (Italy)

^b UNIVERSITY OF FERRARA   (Italy)

Author keywords

Business process re engineering; Deming s system; Japanese total quality control; Lean thinking; Six Sigma; Total quality management

Indexed keywords

EID: 84865368345     PISSN: 20404166     EISSN: 20404174     Source Type: Journal    
DOI: 10.1108/20401461111189425     Document Type: Article

References (126)

1. Akao, Y. (2004), Hoshin Kanri. Policy Deployment for Successful TQM, Productivity Press, New York, NY.
2. Antony, J. (2004), “Some pros and cons of Six Sigma: an academic perspective”, The TQM Magazine, Vol. 16 No. 4, pp. 303-6.
3. Antony, J. and Banuelas, R. (2002), “Key ingredients for the effective implementation of Six Sigma program”, Measuring Business Excellence, Vol. 6 No. 4, pp. 20-7.
4. Arnheiter, E.D. and Maleyeff, J. (2005), “The integration of lean management and Six Sigma”, The TQM Magazine, Vol. 17 No. 1, pp. 5-18.
5. Bendell, T. (2006), “A review and comparison of six sigma and the lean organizations”, The TQM Magazine, Vol. 18 No. 3, pp. 255-62.
6. Bradley, S. (1994), “Creating and adhering to a BPR methodology”, Gartner Group Report, pp. 1-30.
7. Brue, G. (2000), Six Sigma for Team Members, Morningstar Communications Group, Pagosa Springs, CO.
8. Bubshait, A. and Farooq, G. (1999), “Team building and project success”, Cost engineering, Vol. 41 No. 7, pp. 34-8.
9. Byrne, G. and Norris, B. (2003), “Drive Baldrige level performance”, Six Sigma Forum Magazine, Vol. 2 No. 3, pp. 13-21.
10. Chatterjee, S. and Yilmaz, M. (1993), “Quality confusion: too many gurus, not enough disciples”, Business Horizons, Vol. 36 No. 3, pp. 15-18.
11. Cheng, J.L. (2008), “Implementing Six Sigma via TQM improvement: an empirical study in Taiwan”, The TQM Journal, Vol. 20 No. 3, pp. 182-95.
12. Chiarini, A. (2011), “Integrating lean thinking into ISO 9001: a first guideline”, International Journal of Lean Six Sigma, Vol. 2 No. 2, pp. 96-117.
13. Chou, A.Y. and Chou, D.C. (2007), “The complementary role of business process reengineering and information technology to total quality management practices”, International Journal of Information Systems and Change Management, Vol. 2 No. 1, pp. 21-9.
14. Cole, R. (1994), “Reengineering the corporation: a review essay”, Quality Management Journal, Vol. 1 No. 4, pp. 77-85.
15. Conti, T. (1997), “Total quality management”, Total Quality Management & Business Excellence, Vol. 8 Nos 2/3, pp. 5-15.
16. Coronado, R.B. and Antony, J. (2002), “Critical success factors for the successful implementation of six sigma projects in organizations”, The TQM Magazine, Vol. 14 No. 2, pp. 92-9.
17. Dahlgaard, J.J. and Dahlgaard-Park, S.M. (2006), “Lean production, six sigma quality, TQM and company culture”, The TQM Magazine, Vol. 18 No. 3, pp. 263-81.
18. Daily, B.F. and Huang, S. (2001), “Achieving sustainability through attention to human resource factors in environmental management”, International Journal of Operations and Productions Management, Vol. 21 No. 12, pp. 1539-52.
19. Davenport, T.H. (1993), Process Innovation: Re-engineering Work Through Information Technology, Harvard Business School Press, Boston, MA.
20. Davenport, T.H. and Short, J.E. (1990), “The newindustrial engineering: information technology and business process redesign”, Sloan Management Review, Vol. 31 No. 4, pp. 11-27.
21. Davison, L. and Al-Shaghana, K. (2007), “The link between six sigma and quality culture-an empirical study”, Total Quality Management & Business Excellence, Vol. 18 Nos 3-4, pp. 249-65.
22. Deming, W.E. (1950), Elementary Principles of the Statistical Control ofQuality, JUSE, NewYork,NY.
23. Deming, W.E. (1986), Out of the Crisis, MIT, Center for Advanced Engineering Study, Cambridge, MA.
24. Deming, W.E. (1993), The New Economics: for Industry, Government, Education, MIT, Center for Advanced Engineering Study, Cambridge, MA.
25. Dennis, P. and Shook, J. (2007), Lean Production Simplified: A Plain Language Guide to the World’s Most Powerful Production Systems, Productivity Press, New York, NY.
26. Dickson, E.W., Singh, S., Cheung, S.C., Wyatt, C.C. and Nugent, A.S. (2009), “Application of lean manufacturing techniques in the emergency department”, The Journal of Emergency Medicine, Vol. 37 No. 2, pp. 177-82.
27. Drago, R. (1988), “Quality circle survival: an exploratory analysis”, Industrial Relations: A Journal of Economy and Society, Vol. 27 No. 3, pp. 336-51.
28. Eckes, G. (2001), Making Six Sigma Last: Managing the Balance between Cultural and Technical Change, Wiley, New York, NY.
29. Ehigie, B.O. and Akpan, R.C. (2004), “Roles of perceived leadership styles and rewards in the practice of total quality management”, Leadership & Organization Development Journal, Vol. 25 No. 1, pp. 24-40.
30. El-Haik, B. and Al-Aomar, R. (2006), Simulation-based Lean Six-Sigma and Design for Six-Sigma, Wiley, Hoboken, NJ.
31. Feigenbaum, A.V. (1961), Total Quality Control, McGraw-Hill, New York, NY.
32. George, M. (2002), Lean Six Sigma: Combining Six Sigma Quality with Lean Production Speed, McGraw-Hill, New York, NY.
33. George, M. (2003), Lean Six Sigma for Service, McGraw-Hill, New York, NY.
34. George, S. and Weimerskirch, A. (1998), Total Quality Management: Strategies and Techniques Proven at Today’s Most Successful Companies, Wiley, New York, NY.
35. Gitlow, H. (1994), “A comparison of Japanese total quality control and Dr Deming’s theory of management”, The American Statistician, Vol. 48 No. 3, pp. 197-203.
36. Gitlow, H. (1995), “Understanding total quality creation (TQC): the Japanese school of thought”, Quality Engineering, Vol. 7 No. 3, pp. 523-42.
37. Goh, T.N. (2002), “A strategic assessment of Six Sigma”, Quality & Reliability Engineering International, Vol. 18 No. 5, pp. 403-10.
38. Grant, R., Shani, R. and Krishnan, R. (1994), “TQM’s challenge to management theory and practice”, Sloan Management Review, Vol. 35 No. 2, pp. 25-36.
39. Graves, S.C., Gershwin, S. and Popoola, O.A. (2000), “Development of a methodology for the rapid implementation of a sustainable lean manufacturing system”, available at: http://dspace.mit.edu/handle/1721.1/9000 (accessed 3 August 2011).
40. Hahn, G.J., Doganaksoy, N. and Hoerl, R. (2000), “The evolution of Six Sigma”, Quality Engineering, Vol. 12 No. 3, pp. 317-26.
41. Hammer, M. and Champy, J. (1993), Re-engineering the Corporation: A Manifesto for Business Revolution, Harper Business, New York, NY.
42. Harrington, H.J. (1986), Poor-quality Cost, ASQ Quality Press, Milwaukee, WI.
43. Harry, M.J. (1998), “Six Sigma: a breakthrough strategy for profitability”, Quality Progress, Vol. 31 No. 5, pp. 60-4.
44. Harry, M.J. and Schroeder, R. (2000), The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations, Doubleday, New York, NY.
45. Hayward, S.G., Dale, B.G. and Fraser, V.C.M. (1985), “Quality circle failure and how to avoid it”, European Management Journal, Vol. 3 No. 2, pp. 103-11.
46. Hellsten, U. and Klefsjo¨, B. (2000), “TQM as a management system consisting of values, techniques and tools”, The TQM Magazine, Vol. 12 No. 4, pp. 238-44.
47. Henderson, K.M. and Evans, J.R. (2000), “Successful implementation of Six Sigma: benchmarking GE Company”, Benchmarking: An International Journal, Vol. 7 No. 4, pp. 260-81.
48. Hirschheim, R., Klein, H. and Lyytinen, K. (1995), International Systems Development and Data Modeling. Conceptual Foundations and Philosophical Foundations, Cambridge University Press, Cambridge.
49. Hoque, Z. (2003), “Total quality management and the balanced scorecard approach: a critical analysis of their potential relationships and directions for research”, Critical Perspectives on Accounting, Vol. 14 No. 5, pp. 553-66.
50. Iizuka, Y. and Osada, H. (1988), JTQC in Japan Today, Process Management Institute, St Paul,MN.
51. Ishikawa, K. (1985), What is Total Quality Control? The Japanese Way, Prentice-Hall, Englewood Cliffs, NJ.
52. Johannsen, F. (2011), “State of the art concerning the integration of methods and techniques in quality management-literature review and an agenda for research”, European
53. Conference on Information Systems (ECIS) 2011 Proceedings. Paper 41, University of Regensburg, Regensburg.
54. Johnson, C.N. (2002), “The benefits of PDCA”, Quality Progress, Vol. 35, pp. 120-1.
55. Kano, N. (1993), “A perspective on quality activities in American firms”, California Management Review, Vol. 35 No. 3, pp. 12-31.
56. Kano, N. (1998), “What is JTQC?”, University of Miami Quality Program Faculty Lecture Series, Miami, FL.
57. Kennedy, F.A. and Widener, S.K. (2008), “A control framework: insight from evidence on lean accounting”, Management Accounting Research, Vol. 19 No. 4, pp. 301-23.
58. Kettinger, W.J., Teng, J.T.C. and Guha, S. (1997), “Business process change: a study of methodologies, techniques, and tools”, MIS Quarterly, Vol. 21 No. 1, pp. 55-80.
59. King, R. (1989), Hoshin Planning: The Development Approach, GOAL/QPC, Methuen, MA.
60. Kitazawa, S. and Sarkis, J. (2000), “The relationship between ISO 14001 and continuous source reduction programs”, International Journal of Operations & Production Management, Vol. 20 No. 2, pp. 225-48.
61. Klefsjo, B., Wiklund, H. and Edgeman, R.L. (2001), “Six Sigma seen as a methodology for total quality management”, Measuring Business Excellence, Vol. 5 No. 1, pp. 31-5.
62. Klein, M.M. (1994), “Reengineering methodologies and tools. A prescription for enhancing success”, Information Systems Management, Vol. 11 No. 2, pp. 30-5.
63. Knights, D. and Wilmott, H. (2000), The Reengineering Revolution? Critical Studies of Corporate Change, Sage, London.
64. Kondo, Y. (1998), “Hoshin Kanri-a participative way of quality management in Japan”, The TQM Magazine, Vol. 10 No. 6, pp. 425-31.
65. Kuei, C.H. and Madu, C.N. (2003), “Customer-centric Six Sigma quality and reliability management”, International Journal of Quality & Reliability Management, Vol. 20 No. 8, pp. 954-64.
66. Kumar, M., Antony, J., Singhc, R.K., Tiwarid, M.K. and Perry, D. (2006), “Implementing the Lean Sigma framework in an Indian SME: a case study”, Production Planning & Control, Vol. 17 No. 4, pp. 407-23.
67. Liker, J.K. (2004), The Toyota way-14 Management Principles from the World’s Greatest Manufacturer, McGraw-Hill, New York, NY.
68. Liker, J.K. and Meier, D. (2006), “Automation, motivation and lean production reconsidered”, Assembly Automation, Vol. 26 No. 2, pp. 98-103.
69. Limerick, D. and Cunnington, B. (1995), Managing the New Organization: A Blueprint for Networks and Strategic Alliances, Business and Professional Publishing, Sydney.
70. Linderman, K., Schroeder, R.G., Zaheer, S. and Choo, A.S. (2003), “Six Sigma: a goal-theoretic perspective”, Journal of Operations Management, Vol. 3 No. 21, pp. 193-203.
71. Lucas, M.L. (2002), “The essential of Six Sigma: how successful Six Sigma implementation can improve the bottom line”, Quality Progress, Vol. 35 No. 1, pp. 27-31.
72. McAdam, R. and Leonard, D. (2003), “Corporate social responsibility in a total quality management context: opportunities for sustainable growth”, Corporate Governance, Vol. 3 No. 4, pp. 36-45.
73. Mader, D.M. (2002), “Design for Six Sigma”, Quality Progress, July, pp. 82-6.
74. Manos, A. (2007), “The benefits of Kaizen and Kaizen events”, Quality Progress, available at: www.proferoinc.com/pdf/qp0207lean.pdf (accessed 20 March 2010).
75. Manos, A. and Alukal, G. (2006), Lean Kaizen, Quality Press, Milwaukee, WI.
76. Martinez-Lorente, A.R., Dewhurst, F. and Dale, B.G. (1998), “Total quality management: origins and evolution of the term”, The TQM Magazine, Vol. 10 No. 5, pp. 378-86.
77. Maskell, B.H. and Baggaley, B. (2004), Practical Lean Accounting: A Proven System for Measuring and Managing the Lean Enterprise, Productivity Press, New York, NY.
78. Meehan, J., Meehan, K. and Richards, A. (2006), “Corporate social responsibility: the 3C-SR model”, International Journal of Social Economics, Vol. 33 Nos 5/6, pp. 386-98.
79. Milakovich, M.E. (1991), “Total quality management in the public sector”, National Productivity Review, Vol. 10 No. 2, pp. 195-213.
80. Miles, M.P. and Russell, G.R. (1997), “ISO 14000 total environmental management: the integration of environmental marketing, total quality management, and corporate environmental policy”, Journal of Quality Management, Vol. 2 No. 1, pp. 151-68.
81. Mizuno, S. (1988), Management for Quality Improvement: The 7 New QC Tools, Productivity Press, Cambridge, MA.
82. Moen, R. and Norman, C. (2006), Evolution of the PDCA Cycle, available at: http://pkpinc.com/files/NA01MoenNormanFullpaper.pdf (accessed 3 August 2011).
83. Mumford, E. (1994), “New treatments or old remedies: is business process reengineering really socio-technical design?”, Journal of Strategic Information Systems, Vol. 3 No. 4, pp. 313-26.
84. Muthu, S., Whitman, L. and Hossein, S.C. (1999), “Business process reengineering: a consolidated methodology”, Proceedings of the 4th Annual International Conference on Industrial Engineering Theory, Applications, and Practice, US Department of the Interior –Enterprise Architecture, US Department of the Interior, Washington, DC.
85. Nakajima, S. (1988), Introduction to TPM: Total Productive Maintenance, Productivity Press, Cambridge, MA.
86. Näslund, D. (2008), “Lean, Six Sigma and Lean Sigma: fads or real process improvement methods?”, Business Process Management Journal, Vol. 14 No. 3, pp. 269-87.
87. Nassir Shaari, J.A. (2010), “Barriers to implement TQM in Japanese way: a study on companies in Malaysia”, International Review of Business Research Papers, Vol. 6 No. 5, pp. 400-10.
88. Ohno, T. (1988), Toyota Production System: Beyond Large Scale Production, Productivity Press, Cambridge, MA.
89. Omachonu, V.K. and Ross, J.E. (1994), Principles of Total Quality, St Lucie Press, Delray Beach, FL.
90. Osayawe Ehigie, B. and McAndrew, E.B. (2005), “Innovation, diffusion and adoption of total quality management (TQM)”, Management Decision, Vol. 43 No. 6, pp. 925-40.
91. Pande, P.S., Neuman, R.P. and Cavanagh, R.R. (2000), The Six Sigma Way: How GE, Motorola and Other Top Companies are Honing their Performance, McGraw-Hill, New York, NY.
92. Patton, S. (1994), “Is TQM dead?”, Quality Digest Magazine, April, pp. 1-5.
93. Picken, S.D.B. (1987), “Values and value related strategies in Japanese corporate culture”, Journal of Business Ethics, Vol. 6 No. 2, pp. 137-43.
94. Piercy, N.F. and Morgan, N.A. (1997), “The impact of lean thinking and the lean enterprise on marketing: threat or synergy?”, Journal of Marketing Management, Vol. 13 No. 7, pp. 679-93.
95. Pike, J. and Barns, R. (1993), TQM in Action, Chapman & Hall, London.
96. Porter, M. and Parker, A. (1993), “Total quality management, the critical success factors”, Total Quality Management & Business Excellence, Vol. 4 No. 1, pp. 13-22.
97. Pyzdek, T. (2009), The Six Sigma Handbook: A Complete Guide for Greenbelts, Blackbelts, and Managers at All Levels, McGraw-Hill, New York, NY.
98. Ramsey, C., Ormsby, S. and Marsch, T. (2001), “Performance-improvement strategies can reduce costs”, Healthcare Financial Management, pp. 2-6 (supplement).
99. Ricondo, I. and Viles, E. (2005), “Six Sigma and its link to TQM, BPR, lean and the learning organisation”, International Journal of Six Sigma and Competitive Advantage, Vol. 1 No. 3, pp. 323-54.
100. Robertson, D., Rinehart, J. and Huxley, C. (1992), “Team concept and Kaizen: Japanese production management in a unionized Canadian auto plant”, Studies in Political Economy, Vol. 39 No. 4, pp. 77-107.
101. Ross, J.E. (1993), Total Quality Management: Text, Cases, and Readings, St Lucie Press, Delray Beach, FL.
102. Saylor, J.H. (1992), TQM Field Manual, McGraw-Hill, New York, NY.
103. Shewart, W.A. (1939), Statistical Method from the Viewpoint of Quality Control, The Graduate School The Department of Agriculture, Washington, DC.
104. Shingo, S. (1986), Zero Quality Control: Source Inspection and the Poka-yoke System Study, Productivity Press, Cambridge, MA.
105. Shingo, S. (1989), A Study of the Toyota Production System from an Industrial Engineering Viewpoint, Productivity Press, Cambridge, MA.
106. Sila, I. and Ebrahimpor, M. (2002), “An investigation of the total quality management survey based research between 1989 and 2000: a literature review”, The International Journal of Quality & Reliability Management, Vol. 19 Nos 6-7, pp. 902-71.
107. Slater, R. (1999), Jack Welch and the GE Way: Management Insights and Leadership Secrets of the Legendary CEO, McGraw-Hill, New York, NY.
108. Smith, B. (2003), Lean and Six Sigma-a One-two Punch, Quality Progress, available at: www.tbmcg.com/acrobat/press_public/QP_-_Lean_and_Six_Sigma_-_One_Two_Punch.pdf (accessed 15 June 2010).
109. Snee, R.D. and Hoerl, R.W. (2003), Leading Six Sigma, Prentice-Hall, Upper Saddle River, NJ.
110. Spector, B. and Beer, M. (1994), “Beyond TQM programmes”, Journal of Organizational Change Management, Vol. 7 No. 2, pp. 63-70.
111. Stoica,M., Chawat,N. and Shin,N. (2004), “An investigation of themethodologies of business process reengineering”, International Systems Education Journal, Vol. 2 No. 11, pp. 3-10.
112. Sugimori, Y., Kusunoki, K., Cho, F. and Uchikawa, S. (1977), “Toyota production system and Kanban system: materialization of just-in-time and respect-for-human system”, International Journal of Production Research, Vol. 15 No. 6, pp. 553-64.
113. Tani, T. (1995), “Interactive control in target cost management”, Management Accounting Research, Vol. 6 No. 4, pp. 399-414.
114. Thyagarajan, V. and Khatibi, A. (2004), “BPR-a tool for managing the change”, J. Hum. Ecol, Vol. 15 No. 1, pp. 57-61.
115. Wedgwood, I. (2006), Lean Sigma, A Practitioner’s Guide, Prentice-Hall, Upper Saddle River, NJ
116. Wickens, P.D. (1993), “Lean production and beyond: the system, its critics and the future”, Human Resource Management Journal, Vol. 3 No. 4, pp. 75-90.
117. Willmott, H. (1995), “The odd couple?: re-engineering business processes; managing human relations”, New Technology, Work and Employment, Vol. 10 No. 2, pp. 89-98.
118. Wiper, B. and Harrison, A. (2000), “Deployment of Six Sigma methodologies in human resource function: a case study”, Total Quality Management, Vol. 11 No. 4, pp. 270-728.
119. Witcher, B.J. and Butterworth, R. (2001), “Hoshin Kanri: policy management in Japanese-owned UK subsidiaries”, Journal of Management Studies, Vol. 38 No. 5, pp. 651-74.
120. Womack, J.P. and Jones, D.T. (1998), Thinking: Banish Waste and Create Wealth in your Corporation, Simon & Schuster, New York, NY.
121. Womack, J.P., Jones, D.T. and Ross, D. (1991), The Machine that Changed the World: The Story of Lean Production, Harper Collins, New York, NY.
122. Yamaji, M. and Amasaka, K. (2008), “New Japan quality management model: implementation of new JIT for strategic management technology”, International Business & Economics Research Journal, Vol. 7 No. 3, pp. 107-14.
123. Yang, K. and El-Haik, B. (2009), Design for Six Sigma: A Roadmap for Product, McGraw-Hill, New York, NY.
124. Zairi, M., Letza, S.R. and Oakland, J.S. (1994), “Does TQM impact on bottom-line results?”, The TQM Magazine, Vol. 6 No. 1, pp. 38-43.
125. Zink, K.J. (2007), “From total quality management to corporate sustainability based on a stakeholder management”, Journal of Management History, Vol. 13 No. 4, pp. 394-401.
126. Luebbe, R.L. and Snavely, B.K. (1997), “Making effective teams decisions with concensus building tools”, Industrial Management, Vol. 9 No. 1, pp. 6-17.