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首页> 外文期刊>International journal of lean six sigma >Japanese total quality control, TQM, Deming's system of profound knowledge, BPR, Lean and Six Sigma Comparison and discussion
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Japanese total quality control, TQM, Deming's system of profound knowledge, BPR, Lean and Six Sigma Comparison and discussion

机译：日本全面质量控制，TQM，戴明的渊博知识体系，BPR，精益和六西格玛的比较和讨论

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Purpose - The purpose of this paper is to compare and discuss the evolution of six important management systems: Japanese Total Quality Control (JTQC), Total Quality Management (TQM), Deming's system of profound knowledge, Business Process Reengineering (BPR), Lean Thinking and Six Sigma. Indeed, the contribution of this paper lies in the concurrent analysis and classification, by the means of a literature review, of the results and critical implementation factors of the six systems. Deming's Plan-Do-Check-Act (PDCA) has been used to classify the findings from the literature review. Design/methodology/approach - The research methodology is based on a literature review. The literature review has been carried out for each single system, trying subsequently to compare and discuss the results. Findings - Inside the six systems, nine common factors have been found and proposed. They are: results and benefits; management style; deployment of the system; employee management, deployment and participation; voice of the customer; tools, techniques and IT; optimisation of the system; day-by-day check and control of the results and review of the system. Research limitations/implications - This paper presents some limits due to the fact that it is based on a literature review. This implies that more research about the findings should be carried out: TQM in Western companies, Six Sigma that could have substituted TQM, Six Sigma and TQM in Japan, Deming's system developments and the influence of the Japanese style on Lean Six Sigma. Originality/value - For the first time a paper tries to compare and discuss the six most important systems dedicated to quality and operations improvement.
机译：目的-本文的目的是比较和讨论六个重要管理系统的发展：日本全面质量控制（JTQC），全面质量管理（TQM），戴明的渊博知识体系，业务流程再造（BPR），精益思维和六个西格玛。确实，本文的贡献在于通过文献综述的方式对六个系统的结果和关键实施因素进行了同时分析和分类。戴明的计划-执行-检查-行动（PDCA）已用于对文献综述的发现进行分类。设计/方法/方法-研究方法基于文献综述。已对每个系统进行了文献综述，随后尝试比较和讨论结果。调查结果-在这六个系统中，发现并提出了九个共同因素。它们是：结果和收益；管理风格;系统部署；员工管理，部署和参与；客户的声音；工具，技术和信息技术；系统优化；每天检查和控制结果并审查系统。研究局限性/含义-本文基于文献综述，因此提出了一些局限性。这意味着应该对结果进行更多的研究：西方公司的TQM，可以替代TQM的6 Sigma，日本的6 Sigma和TQM，戴明的系统开发以及日式风格对精益6 Sigma的影响。原创性/价值-论文首次尝试比较和讨论致力于质量和运营改进的六个最重要的系统。

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