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- Abrahamsson, Sten, 1953-, et al.
(författare)
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Adding requirements on customers to current quality models toimprove quality : development of a customer ‐ vendor interaction
- 2010
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Ingår i: 13<sup>th</sup> QMOD conference on Quality and Service Sciences ICQSS 2010. - Visby : Gotland University. ; , s. 1-9
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Konferensbidrag (refereegranskat)abstract
- In most descriptions of business development and models for Corporate Governance, contacts between supplier and customer are for the most part focused on the supplier’s responsibility to identify and document customer requirements in order to enable the organization to meet customer requirements (stated and unstated). In the actual contact between customer and supplier it has been observed in several cases that there are aspects of the interaction not described in traditional theoretical quality models. What seems to be missing is a more explicit requirement for customers and for customers' actions. The logic is that a qualified customer performing based on supplier instructions will result in a better performing product. The apparent lack of theoretical models describing this aspect indicates that this is an interesting area for research and development. The purpose of this paper is to highlight a seemingly "forgotten" area within quality management, which is the lack of requirements put on customers in quality models. The first objective is to review existing quality models to explore the extent of requirement on customers included. The second objective is to propose additions to current models that include requirements placed on customers. A limited review of the award criteria and the most common models for quality and improvement techniques shows that there is no explicit and documented way to set requirements for customers. Our interpretation is that EFQM is the model closest to our description of “demands on customer” due to their clauses connected to “partnership”. The ISO/DIS 26000 is moving the requirements further against the customer for the social responsibility than the quality standards are doing. Further research could focus on how requirements on customer will affect the performance of the entire supply chain both from a quality and social point of view.
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| 2. |
- Abrahamsson, Sten, 1953-, et al.
(författare)
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Implementing Lean : Discussing Standardization Versus Customization with Focus on National Cultural Dimensions
- 2012
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Ingår i: Management and Production Engineering Review. - Opole : Polish Association for Production Management. - 2082-1344. ; 3:4, s. 4-13
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Tidskriftsartikel (refereegranskat)abstract
- Lean or Toyota Production System (TPS) has more or less successfully been implemented in the Western world’s businesses and organizations for the past 20 years. Several authors have discussed what it is that creates a successful implementation, and several studies have been presented where strategies for implementations have been studied. Culture’s impact and possible mitigation for Western companies have been studied and described by for example Womak & Jones. Proponents of the concept of Lean argue that culture is not a constraint for implementation of Lean. Lean Management is called a philosophy but it is often used as a change strategy in the sense that it is implemented with the view of improving performance. A change strategy could be seen as a product that might have to be customized with the view of improving the effectiveness of the implementation. On the other hand abandoning a standardized approach comes with the risk of severely altering the change strategy, possibly to its detriment. Implementing Lean will have an effect on the company culture. Does it make any sense customizing the implementation to culture if the issue is changing the culture? The purpose of this paper is to highlight and discuss the balance between a customized implementation and a standardized implementation. Which are the main arguments for standardization and customization and how could these be reconciled? A literature study of Lean implementation has been carried out and compared with Lean principles and theories from change management with focus on change drivers and change barriers. Main drivers of Hofstede’s national cultural dimensions are compared with Lean principles to identify possible drivers and barriers in different cultures. The theory synthesis on drivers and barriers is subjected to a first test in a case study on Lean implementation according to a standardized approach. The implementation is made in a small Swedish factory belonging to a worldwide industrial company. Results from the literature review and the case study indicate that both customization and standardization are needed.
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| 3. |
- Abrahamsson, Sten, 1953-, et al.
(författare)
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Integrated Management Systems : testing a model for integration
- 2011
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Ingår i: 14th Toulon-Verona Conference. - Alicante : University of Alicante. - 9788890432712 ; , s. 22-35
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Konferensbidrag (refereegranskat)abstract
- Management systems are widely used for creating order, minimising risks and for assuring performance. Management systems are in many occasions integrated since this has been found to be beneficial. In this paper a model for a fully integrated management system (IMS) based on the three axes of level, extent and scope of integration is tested for relevance. The studied system permits the integration of all relevant process dimensions. The research is only in a pilot stage, but the initial results are promising and indicate that there are advantages in using the process view as a base for identifying critical aspects to be managed. A review of the current situation for system integration is studied and the model is subjected to some tests using Sweden as a case. The background study shows that system integration still is limited, especially when comparing with a fully integrated IMS. The feedback from the organisations interviewed is positive and supports continued work with development of the model.
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| 4. |
- Abrahamsson, Sten, 1953-, et al.
(författare)
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Integrated Management Systems : advantages, problems and possibilities
- 2010
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Ingår i: 13th Toulon-Verona Conference. - 9789729344046 ; , s. 1-12
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Konferensbidrag (refereegranskat)abstract
- Effective management in the globalized world requires an effective, efficient and flexible management system. Effective could be interpreted as addressing all relevant stakeholder concerns in a context of Corporate Social Responsibility (CSR). Efficient would mean that it does the job with low resource use. Flexibility requires that changed conditions and new requirements easily can be included. Many organizations are already working with Integrated Management Systems (IMS). Interesting questions are to what extent current integration covers the above mentioned needs and if not what changes are needed. This conceptual paper looks at the advantages and problems of integration. Possibilities for development of fully integrated management systems are studied from the perspective of managing stakeholder needs, with the forthcoming ISO 26000 – “Guidance on social responsibility”, as inspiration. Results show that there are advantages in integration, but that the scope and level of integration often is limited. A conceptual model for integrating all stakeholder needs in value networks is presented.
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