international conference : quality and service sciences ; 18th QMOD-ICQSS & KSQM International Joint Conference On Quality and Service Sciences

( Su Mi Dahlgaard-park(dr. Prof. ) ),( Jens J. Dahlgaard(dr. Prof. ) ) 한국품질경영학회 2015 한국품질경영학회 학술대회 Vol.2015 No.2

A Quality Strategy and Self-Assessment Method for Organizational Excellence

Dahlgaard, Jens J.,Park, Su Mi 한국품질경영학회 2003 The Asian Journal on Quality Vol.4 No.1

Based on a combination of theories, experiences and cases a sustainable change strategy and self-assessment method with a focus on the human dimension in TQM are suggested and discussed. The Post Denmark TIQ (Total Involvement in Quality) case will be used to illustrate how breakthrough in people attitudes and organisational culture happened and became the foundation for a new culture focusing on change, continuous improvements and everybody's participation.

Analyzing Management Factors on Enterprise Performance

Dahlgaard, Jens J.,Ciavolino, Enrico The Korean Society for Quality Management 2007 The Asian Journal on Quality Vol.8 No.3

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

Analyzing Management Factors on Enterprise Performance

( Jens J. Dahlgaard ),( Enrico Ciavolino ) 한국품질경영학회 2007 The Asian Journal on Quality Vol.8 No.3

A Greenhouse Approach for Value Cultivation

( Jens J. Dahlgaard ),( Adrian Pugna ),( Sabina Potra ),( Romeo Negrea ),( Marian Mocan ) 한국품질경영학회 2015 한국품질경영학회 학술대회 Vol.2015 No.2

Background and Purpose: The present paper explores design requirements which companies need to take into consideration when designing and developing new products or services. After examining the ongoing debate regarding the theory of attractive quality, the so-called HWWP (Health, Weapon, Wealth, and Prospect) model to support new product or service design was proposed (2015) which aimed to provide better classification criteria for customer needs and requirements as a first step towards strategic decision support in new product and/ or service design. The purpose of this article is to refine the existing HWWP model as the basis for developing a strategic approach for analysing variations between potential customers‘ needs in order better to understand what qualities should be further cultivated before product launch. The new approach is called “A Greenhouse Approach for Value Cultivation”. Methodology/Approach: Case study data of a new web based customization service for a Romanian shoe manufacturing company is re-analysed to refine the existing HWWP model into the new “Greenhouse Model”, and a generalized regression model with non-linear curves is used for assessing the values of existing service attribute as the basis for further value cultivation. Findings: The -Greenhouse Model” envisages new perspectives of the evaluation of customer needs which better supports strategic decision making regarding further value cultivation for profound affection (= customer delight). Originality/Value of paper: Even if there is a need for further analyses the suggested -Greenhouse Approach for Value Cultivation” is regarded as a new and original contribution to the theory of attractive quality creation which deepens its position in the theory of attractive quality and transforms it into a practical management tool to support new product and service design.

A Quality Scorecard for the era of Industry 4.0

Shin, Wan Seon,Dahlgaard, Jens J.,Dahlgaard-Park, Su Mi,Kim, Min Gyu Informa UK (TaylorFrancis) 2018 TOTAL QUALITY MANAGEMENT & BUSINESS EXCELLENCE Vol.29 No.9

The Implementation of a Quality System in the Care Sector for Elderly and Handicapped People: A Swedish Case Study

Anbacken Owe,Dahlgaard-Park Su Mi The Korean Society for Quality Management 2005 The Asian Journal on Quality Vol.6 No.3

This paper presents the empirical research results conducted in a Swedish care organization for elderly and handicapped. The objective of the research was to empirically assess the implementation and practices of a quality system (ISO 9000) from an organizational change and development perspective. The empirical data were collected through multiple methods; interviews were carried out with key-persons and leadership in the organisation and surveys were conducted to all employees. Interactive methods have been applied to various groups in the organisations e.g., directors, supervisors, and the leadership of the quality project and the local politicians. The empirical findings indicate, among others, that the implementation processes were received and perceived differently in the different parts of the care organisation due to different leadership strategies and employee involvement policies. Other critical factors such as acceptance, resistance, motivation, commitment, the role of leadership, learning possibility, etc. have also been investigated, analysed and discussed. Finally some recommendations on how to approach organisational change as well as strategies for implementing a quality system in the care sector are presented.

The Added-Value Metric - A Complementary Performance Measure for Six Sigma and Lean Production

Setijono, Djoko,Dahlgaard, Jens J. The Korean Society for Quality Management 2007 The Asian Journal on Quality Vol.8 No.1

The Six Sigma and Lean Production methodologies suggest that creating value for customers is the objective of a production process or an organisation. In the production context, "added value" dominates the discussion about the creation of value to customers. However, "added value" is often only defined conceptually or discussed at a strategic level, and the link between added value and customer value has not yet been well conceptualised. Therefore, the purpose of the paper is to develop a methodology to measure added value in order to complement the existing performance measures in Six Sigma and Lean Production by conceptualising the link between customer value and added value. The conceptual link "confirms" that quality, time, and costs are the elements of added value, which are transformed into a metric to express customer value. The implementation of the metric recommends the adoption of Lean (Six) Sigma and Lean Accounting (Activity Based Costing), which thus implies that "leanness" is an important "feature" of added value.

Selecting Improvement Projects that Add Value to Customers

Setijono, Djoko,Dahlgaard, Jens J. The Korean Society for Quality Management 2007 The Asian Journal on Quality Vol.8 No.1

This paper presents a methodology to nominate and select improvement projects that are perceived as adding value to customers (both internal and external). The structure of the methodology can be explained in three "stages." First, the methodology suggests a new way of categorizing improvement opportunities, i.e. reactive-proactive, to "upgrade" the little Q-big Q categorisation. Then, it develops a roadmap that links performance indicators and improvement projects for both reactive and proactive improvements. Finally, it suggests an algorithm to select the improvement project, where the assessment of to what extent the nominated improvement projects add value to customers relies on the comparison between Overall Perceived Benefits (OPB) and Overall Perceived Efforts (OPE). The improvement project perceived as having the largest impact on adding value to customers receives the highest priority.

The Added-Value Metric -A Complementary Performance Measure for Six Sigma and Lean Production

( Djoko Setijono ),( Jens J. Dahlgaard ) 한국품질경영학회 2007 The Asian Journal on Quality Vol.8 No.1

The Six Sigma and Lean Production methodologies suggest that creating value for customers is the objective of a production process or an organisation. In the production context, “added value” dominates the discussion about the creation of value to customers. However, “added value” is often only defined conceptually or discussed at a strategic level, and the link between added value and customer value has not yet been well conceptualised. Therefore, the purpose of the paper is to develop a methodology to measure added value in order to complement the existing performance measures in Six Sigma and Lean Production by conceptualising the link between customer value and added value. The conceptual link “confirms” that quality, time, and costs are the elements of added value, which are transformed into a metric to express customer value. The implementation of the metric recommends the adoption of Lean (Six) Sigma and Lean Accounting (Activity Based Costing), which thus implies that “leanness” is an important “feature” of added value.