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- Bäckström, Ingela, 1963-, et al.
(författare)
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What values are included in Quality Culture? – A theoretical and practical collaboration
- 2016
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Ingår i: Building a Culture for Quality, Innovation and Sustainability.
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Konferensbidrag (refereegranskat)abstract
- Purpose - The purpose of this paper is to describe a collaboration between academia and practitioners where the aim was reach agreement on the Quality Culture content.Methodology/approach – A project with the aim to measure and develop Quality Culture started in 2015. The overall aim of the project was to create new knowledge and insights about 1) what quality culture is, 2) what quality culture consists of, 3) how quality culture can be measured and 4) how it can be developed. In this paper the work to meet the first and second aim and the results of that work are presented.Findings – A framework for quality culture consisting of supportive and obstructive behaviours developed in collaboration between academia and practitioners. The paper includes a description of how practitioners and researchers can work together to develop a shared set of values.
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- Cronemyr, Peter, 1963-, et al.
(författare)
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A Tool For Measuring Quality Culture
- 2016
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Ingår i: 19th QMOD Proceedings: International Conference on Quality and Service Sciences. - : Lund University Library Press. ; , s. 1272-1285
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Konferensbidrag (refereegranskat)abstract
- Today’s organizations face the challenge of measuring the right things and then using those measurements as a starting point to work with improved quality. It is important to design a measurement tool that corresponds to the initiatives taken when a new management implementation such as adopting quality values is carried out. The failure to generate a shared value base is pointed out as one main cause for the inability to effectively apply Quality Management and Lean within organizations, thus it appears central to measure these values. However, the measuring of values and organizational culture, e.g. the soft side, seems to be missing within both concepts. The managers have great influence on what culture will be predominant in an organization, and how they act and behave affects the attitudes and behaviours of the co-workers within the organization. Therefore, there is a need for a tool that measures not only quality values, but also behaviours that support or obstruct a quality culture. Furthermore, it is of interest how the employees rank both the performance and the importance of quality values and behaviours. The tool should not be a ‘certification’ but rather a diagnostic tool for continuous improvement.
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| 4. |
- Cronemyr, Peter, et al.
(författare)
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Assessing the Quality of Elderly Care – Can Survey Incomparability be Solved by Vignettes?
- 2014
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Ingår i: Proceedings of the 21st EurOMA conference, Palermo, Italy. - Palermo, Italy..
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Konferensbidrag (refereegranskat)abstract
- User and customer surveys are the most commonly used instruments to evaluate the efficiency and quality of public services, but an important question is whether the data collected by the surveys are of sufficient quality to support decision making and improvements of public services. One of the mentioned problems is the interpersonal incomparability of survey responses, which may be biased if individuals interpret the questions in different ways and use response scales in systematically different ways. The purpose of the present study is therefore to investigate how the use of anchoring vignettes could improve the quality of survey results. Our results show that anchoring vignettes remove some noise from survey results and allow the correction of otherwise interpersonally incomparable survey responses. The suggested methodology has the potential to contribute to better evaluations of the quality of elderly care and, thereby, to better decisions on how to improve elderly care services.
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- Cronemyr, Peter, et al.
(författare)
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Changing from a product to a process perspective for service improvements in a manufacturing company
- 2010
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Ingår i: The TQM Journal. - : Emerald. - 1754-2731 .- 1754-274X. ; 22:1, s. 26-40
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The purpose of this paper is to investigate service improvements in a manufacturing context. Design/methodology/approach – Action research at the gas turbine manufacturer Siemens was performed during a five-year period. In addition, 336 fault reports sent to the service division concerning severity, cost, and occurrence were analyzed. Findings – When moving from a fire-fighting culture to a proactive culture, a company needs to change from a product to a process perspective. The benefit of changing from a product to a process perspective is the change in focus from reduction of internal costs to value creation through service delivery. Practical implications – This paper shows how feedback from dissatisfied customers can be used as a driving factor in process improvements. Based on this knowledge, a company can select the most important Six Sigma projects to improve their service processes. The change from a product to a process perspective shows that traditionally the severity of almost 50 percent of all faults is underestimated. Originality/value – The paper provides a number of fruitful insights on how to work with service improvements in manufacturing companies.
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| 6. |
- Cronemyr, Peter, 1963-
(författare)
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DMAIC and DMADV - differences, similarities and synergies
- 2007
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Ingår i: International Journal of Six Sigma and Competitive Advantage (IJSSCA). - : InderScience Publishers. - 1479-2494 .- 1479-2753. ; 3:3, s. 193-209
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Tidskriftsartikel (refereegranskat)abstract
- Define, Measure, Analyse, Improve, Control (DMAIC) is the well-known Six Sigma methodology, while Define, Measure, Analyse, Design, Verify/Validate (DMADV) is the most commonly used methodology within Design for Six Sigma (DfSS). Many emphasise the differences between the two, but there are similarities as well. Based on Donald Wheeler's four process states, it is suggested when it is appropriate to use DMAIC or DMADV. However, in one specific state, which is quite common, neither of the two is appropriate. In the case of a process that is out of control but with only minor customer problems, a combination of DMAIC and DMADV, called for Define, Measure, Analyse, Design, Control (DMADC), is suggested. It was developed from experiences gained in process-improvement projects at Siemens in Sweden. Furthermore, contrary to the views of some authors, it is argued that there is no such thing as a 'five-sigma wall' between DMAIC and DfSS when improving processes.
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| 7. |
- Cronemyr, Peter, 1963-, et al.
(författare)
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Green Karma - promoting environmental initiatives by adapting and using QFD as a proactive tool
- 2022
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Ingår i: Total Quality Management and Business Excellence. - : Routledge; Taylor & Francis. - 1478-3363 .- 1478-3371. ; :15-16, s. 1826-1845
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Tidskriftsartikel (refereegranskat)abstract
- There is a lack of feasible managerial tools to support companies in their greening initiatives. The objective of this paper is to propose a tool - Green Karma - for monitoring and proactively managing initiatives for environmental sustainability. We present findings from an action research project involving two freight transport companies. The tool is based on Quality Function Deployment but has been adapted to capture various dimensions of environmental efforts. As goals, in traditional QFD labelled as customer needs, we applied national environmental goals, thereby widening the scope of the customer to a societal perspective. Regarding the means, traditionally labelled as functions, we instead documented greening initiatives in the companies and applied them in the tool. Using the Green Karma tool resulted in increased pro-activity. New initiatives were taken among the companies. Furthermore, a more structured approach and firm commitment to realise ideas were observed. Thus, the tool has shown its potential to increase the pace of greening the companies operations and strategies. QFD has previously been used to analyse and prioritise environmental activities but it has not been used before as a proactive tool for driving and implementing environmental initiatives. In this paper, such an application is presented.
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| 10. |
- Cronemyr, Peter, et al.
(författare)
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Process Management 1-2-3 : a maturity model and diagnostics tool
- 2013
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Ingår i: Total Quality Management and Business Excellence. - : Routledge. - 1478-3363 .- 1478-3371. ; 24:7-8, s. 933-944
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Tidskriftsartikel (refereegranskat)abstract
- In this article, we provide an insight into Process Management that offers a simple hands-on method to improve Process Management. Organisations implementing ‘some modern’ management concept sometimes fail or do not achieve the expected results. From our own industrial experiences, we found that organisations implementing Process Management sometimes start off on a ‘too-advanced’ level without having fulfilled the necessary prerequisites. For that purpose, in this article, we present a Process Management maturity model developed in an environment of industrial and academic cooperation. In addition to the model, we present a diagnostics tool that has been developed together with several companies to be used by organisations to assess their current level of process maturity. By using this, it is the purpose that organisations could reduce their risk of starting off ‘too high’ and thus failing in their efforts.
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