Quality and continuous improvement in medical device manufacturing

A Brown, J Eatock, D Dixon, BJ Meenan, JMCC Anderson

Research output: Contribution to journalArticle

30 Citations (Scopus)

Abstract

Purpose: The purpose of this paper is to compare a range of quality and continuous improvement strategies and to investigate whether there is a best choice of strategy for use within the medical devices sector. Design/methodology/approach: A brief literature-based review of a number of continuous improvement strategies. Comparison of these strategies and a subsequent discussion of the rationale that guides the choice of strategy based on the prevailing conditions. An overview of this process in the context of the medical devices sector is provided. Findings: Quality and continuous improvement strategies can be differentiated in terms of their cultural or process focus. Moreover, the favoured leadership style of an organisation may play a part in determining which strategies are likely to be most appropriate. From the medical device and healthcare product perspective, regulatory and purchasing considerations will have a role in determining the strategy adopted. Practical implications: For managers seeking to implement a strategy for continuous improvement, a review of organisational leadership styles may help the decision-making process. For the medical devices sector, in particular, the need to align the strategy adopted with regulatory requirements is perhaps self-evident. However, only by a detailed understanding of the issues involved in continuous improvement, can all of the attendant benefits be gained. Originality/value: The paper proposes a link between a given organisation's favoured leadership style and the applicability of a particular continuous improvement strategy. The implications for the medical device and healthcare technologies sector are specifically addressed.
LanguageEnglish
Pages541-555
JournalTQM Journal
Volume20
Issue number6
DOIs
Publication statusPublished - 2008

Fingerprint

Medical devices
Manufacturing
Quality improvement
Continuous improvement
Leadership style
Healthcare
Purchasing
Rationale
Design methodology
Managers
Decision-making process

Keywords

  • Total quality management
  • Six sigma
  • Lean production
  • Leadership
  • Medical appliances

Cite this

Brown, A ; Eatock, J ; Dixon, D ; Meenan, BJ ; Anderson, JMCC. / Quality and continuous improvement in medical device manufacturing. 2008 ; Vol. 20, No. 6. pp. 541-555.
@article{ba8d3d2dce744774b74d680ba8fad2f2,
title = "Quality and continuous improvement in medical device manufacturing",
abstract = "Purpose: The purpose of this paper is to compare a range of quality and continuous improvement strategies and to investigate whether there is a best choice of strategy for use within the medical devices sector. Design/methodology/approach: A brief literature-based review of a number of continuous improvement strategies. Comparison of these strategies and a subsequent discussion of the rationale that guides the choice of strategy based on the prevailing conditions. An overview of this process in the context of the medical devices sector is provided. Findings: Quality and continuous improvement strategies can be differentiated in terms of their cultural or process focus. Moreover, the favoured leadership style of an organisation may play a part in determining which strategies are likely to be most appropriate. From the medical device and healthcare product perspective, regulatory and purchasing considerations will have a role in determining the strategy adopted. Practical implications: For managers seeking to implement a strategy for continuous improvement, a review of organisational leadership styles may help the decision-making process. For the medical devices sector, in particular, the need to align the strategy adopted with regulatory requirements is perhaps self-evident. However, only by a detailed understanding of the issues involved in continuous improvement, can all of the attendant benefits be gained. Originality/value: The paper proposes a link between a given organisation's favoured leadership style and the applicability of a particular continuous improvement strategy. The implications for the medical device and healthcare technologies sector are specifically addressed.",
keywords = "Total quality management, Six sigma, Lean production, Leadership, Medical appliances",
author = "A Brown and J Eatock and D Dixon and BJ Meenan and JMCC Anderson",
year = "2008",
doi = "10.1108/17542730810909329",
language = "English",
volume = "20",
pages = "541--555",
number = "6",

}

Quality and continuous improvement in medical device manufacturing. / Brown, A; Eatock, J; Dixon, D; Meenan, BJ; Anderson, JMCC.

Vol. 20, No. 6, 2008, p. 541-555.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Quality and continuous improvement in medical device manufacturing

AU - Brown, A

AU - Eatock, J

AU - Dixon, D

AU - Meenan, BJ

AU - Anderson, JMCC

PY - 2008

Y1 - 2008

N2 - Purpose: The purpose of this paper is to compare a range of quality and continuous improvement strategies and to investigate whether there is a best choice of strategy for use within the medical devices sector. Design/methodology/approach: A brief literature-based review of a number of continuous improvement strategies. Comparison of these strategies and a subsequent discussion of the rationale that guides the choice of strategy based on the prevailing conditions. An overview of this process in the context of the medical devices sector is provided. Findings: Quality and continuous improvement strategies can be differentiated in terms of their cultural or process focus. Moreover, the favoured leadership style of an organisation may play a part in determining which strategies are likely to be most appropriate. From the medical device and healthcare product perspective, regulatory and purchasing considerations will have a role in determining the strategy adopted. Practical implications: For managers seeking to implement a strategy for continuous improvement, a review of organisational leadership styles may help the decision-making process. For the medical devices sector, in particular, the need to align the strategy adopted with regulatory requirements is perhaps self-evident. However, only by a detailed understanding of the issues involved in continuous improvement, can all of the attendant benefits be gained. Originality/value: The paper proposes a link between a given organisation's favoured leadership style and the applicability of a particular continuous improvement strategy. The implications for the medical device and healthcare technologies sector are specifically addressed.

AB - Purpose: The purpose of this paper is to compare a range of quality and continuous improvement strategies and to investigate whether there is a best choice of strategy for use within the medical devices sector. Design/methodology/approach: A brief literature-based review of a number of continuous improvement strategies. Comparison of these strategies and a subsequent discussion of the rationale that guides the choice of strategy based on the prevailing conditions. An overview of this process in the context of the medical devices sector is provided. Findings: Quality and continuous improvement strategies can be differentiated in terms of their cultural or process focus. Moreover, the favoured leadership style of an organisation may play a part in determining which strategies are likely to be most appropriate. From the medical device and healthcare product perspective, regulatory and purchasing considerations will have a role in determining the strategy adopted. Practical implications: For managers seeking to implement a strategy for continuous improvement, a review of organisational leadership styles may help the decision-making process. For the medical devices sector, in particular, the need to align the strategy adopted with regulatory requirements is perhaps self-evident. However, only by a detailed understanding of the issues involved in continuous improvement, can all of the attendant benefits be gained. Originality/value: The paper proposes a link between a given organisation's favoured leadership style and the applicability of a particular continuous improvement strategy. The implications for the medical device and healthcare technologies sector are specifically addressed.

KW - Total quality management

KW - Six sigma

KW - Lean production

KW - Leadership

KW - Medical appliances

U2 - 10.1108/17542730810909329

DO - 10.1108/17542730810909329

M3 - Article

VL - 20

SP - 541

EP - 555

IS - 6

ER -