Abstract
Language | English |
---|---|
Pages | 541-555 |
Journal | TQM Journal |
Volume | 20 |
Issue number | 6 |
DOIs | |
Publication status | Published - 2008 |
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Keywords
- Total quality management
- Six sigma
- Lean production
- Leadership
- Medical appliances
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Quality and continuous improvement in medical device manufacturing. / Brown, A; Eatock, J; Dixon, D; Meenan, BJ; Anderson, JMCC.
In: TQM Journal, Vol. 20, No. 6, 2008, p. 541-555.Research output: Contribution to journal › Article
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
JO - TQM Journal
T2 - TQM Journal
JF - TQM Journal
SN - 1754-2731
IS - 6
ER -