Christian N. Madu

Dimensions of e‐quality

The aim of this paper is to identify the features or dimensions that customers use to assess the quality of a virtual service or operation. It will focus on identifying those characteristics that are perceived by customers as a necessity in achieving customer satisfaction in a virtual operation.

Six sigma in small- and medium-sized UK manufacturing enterprises: Some empirical observations

Purpose – Six sigma for small- and medium-sized enterprises (SMEs) is an emerging topic among many academics and six sigma practitioners over the last two to three years. Very few studies have been reported about the successful applications of six sigma in SMEs. The purpose of this paper is to provide an analysis of six sigma implementation in UK manufacturing SMEs. Design/methodology/approach – This paper presents an extensive literature review based on the experiences of both academics and practitioners on six sigma within an SME environment. The paper highlights the strengths and weaknesses associated with SMEs, followed by the results of a six sigma survey in UK manufacturing SMEs. The results of the study are based primarily on descriptive statistics. Findings – The results of the study show that many of the SMEs are not aware of six sigma and many do not have the resources to implement six sigma projects. It was also found that lean sigma was not generally popular among SMEs. Management involvement and participation, linking six sigma to customers and linking six sigma to business strategy are the most critical factors for the successful deployment of six sigma in SMEs. Originality/value – This paper reports the first study on the status of six sigma implementation in UK SMEs. The paper will yield a great value to academics, consultants, researchers and practitioners of six sigma.

The relationship between supply chain quality management practices and organizational performance

This study tests middle managers’ perceptions on the association between supply chain quality management practices and organizational performance. Two instruments were used for the study: a revised version of Saraph et al.’s quality management instrument and Madu et al.’s organizational performance instrument. The data were classified into three groups based on the level of supply chain quality practices. It is observed that high quality‐tendency systems tend to perform better than low quality‐tendency systems on cost savings. High quality‐tendency organizations can be differentiated from medium quality‐tendency organizations in areas such as productivity, sales growth, and earning growth. Medium quality‐tendency systems seem to be differentiated from low quality‐tendency systems on indicators like employee satisfaction, productivity, and sales growth. Our results suggest that organizational performance could be enhanced through improved supply chain quality management.

Competing through maintenance strategies

Today’s business environment is considerably complex and, as a result, more factors influence the organization’s ability to compete effectively. Organizations today compete on several factors such as time, price, technology, innovation, quality, reliability, and information management. In all these, equipment maintenance and reliability are important strategies that can considerably influence the organization’s ability to compete effectively. This paper develops strategies that look into these important competitive factors. It shows that equipment maintenance and reliability management are importantly associated with an organization’s competitiveness and must be given adequate attention in the organization’s strategic planning.

Transferring technology to developing countries—Critical factors for success

Abstract This article introduces a decision framework for technology transfer from the developed countries (DCs) or multinational corporations (MNCs) to less developed countries (LDCs). This framework considers technology as an important strategic variable in national development planning. By considering technology transfer in a formal planning process, the LDCs and MNCs may reduce the risks associated with the transfer of inappropriate technology. This framework takes a holistic or systemic view of technology transfer and suggests how technology can progress through research and development. Technology progression may lead to long term economic growth for LDCs.

An empirical assessment of the influence of quality dimensions on organizational performance

While there are several conceptual models to suggest that there exists an association between quality dimensions (customer satisfaction, employee satisfaction, employee service quality) and organizational performance, no empirical study to date has verified such claims. This paper extends the literature by collecting hard data from 165 practising managers and testing their perceptions of the association among various quality dimensions and several organizational performance measures. The relationships between these quality dimensions and the nine component items that make up organizational performance were also investigated for both manufacturing and service firms. The data were grouped into four typologies to include type of firm, size, age, and presence of formal quality department. Multiple discriminant analysis was conducted to differentiate the typology of firms in a multivariate setting. Our results indicate that practising managers in manufacturing firms tend to perceive more widely a positive corr...

Customer‐centric six sigma quality and reliability management

This paper presents a customer‐centric six sigma quality management as an extension of the traditional six sigma way. It views product quality and process reliability as key to achieving six sigma and adopts a holistic view of quality. The aim is to offer practical guidelines to business leaders, practicing mangers and those interested in quality, the new directions in quality management. It views reliability management as an integral part of any six sigma strategy since the focus in reliability management is on process reliability and dependability. Thus, by bringing both product and process quality together, a customer‐centric six sigma can be achieved.

Simulation in manufacturing: A regression metamodel approach

Abstract The application of regression metamodels to simulation outputs is illustrated in this paper. With increasing interests in applying simulation to complex manufacturing problems, regression metamodels can greatly reduce the cost, time, and the amount of effort spent in conducting simulation. These models can also be generalized within the bounds defined for the problems parameters. The use of a regression metamodel to conduct sensitivity analysis, application in “optimizing” manufacturing systems, and the validity of the model are illustrated. An example is given with a maintenance float problem.

Developing supply chain strategies based on the survey of supply chain quality and technology management

A two‐stage framework is developed on supply chain quality and technology management. This is based on a survey of the perceptions of practicing managers from Hong Kong’s business corporations. The two‐stage process involves empirical assessment of strategic supply chain quality and technology variables, and then using quality function deployment to deploy them to improve the competitiveness of the supply chain. This will help to achieve synergy among suppliers by focusing on the critical strategic variables to achieve sustainable competitiveness.

Winning customer loyalty in an automotive company through Six Sigma: a case study

Six Sigma is a disciplined approach to improving product, process and service quality. Since its inception at Motorola in the mid 1980s Six Sigma has evolved significantly and continues to expand to improve process performance, enhance business profitability and increase customer satisfaction. This paper presents an extensive literature review based on the experiences of both academics and practitioners on Six Sigma, followed by the application of the Define, Measure, Analyse, Improve, Control (DMAIC) problem-solving methodology to identify the parameters causing casting defects and to control these parameters. The results of the study are based on the application of tools and techniques in the DMAIC methodology, i.e. Pareto Analysis, Measurement System Analysis, Regression Analysis and Design of Experiment. The results of the study show that the application of the Six Sigma methodology reduced casting defects and increased the process capability of the process from 0.49 to 1.28. The application of DMAIC has resulted in a significant financial impact (over U.S.