Pub Date : 2019-01-01DOI: 10.1108/978-1-78769-801-720191010
Daniele Fersini
Abstract Six sigma is a structured methodology that uses mathematical and statistical tools to increase productivity and business efficiency. In order to apply it, it is necessary to have a very broad knowledge in the fields of mathematics, management, and sector to which the process or the product under consideration (mechanical, electronic, chemical, etc.) refers. It is based on guidelines with a rigid and formalized approach to deal with misunderstandings and minimize subjectivity as much as possible. This chapter will provide the basic information regarding the birth of the methodology and the composition of the work team; moreover, the procedure define, measure, analyze, improve, and control (DMAIC) will be presented and some tools will be described in order to obtain the improvements desired for the product or the process.
{"title":"10. Six Sigma","authors":"Daniele Fersini","doi":"10.1108/978-1-78769-801-720191010","DOIUrl":"https://doi.org/10.1108/978-1-78769-801-720191010","url":null,"abstract":"Abstract Six sigma is a structured methodology that uses mathematical and statistical tools to increase productivity and business efficiency. In order to apply it, it is necessary to have a very broad knowledge in the fields of mathematics, management, and sector to which the process or the product under consideration (mechanical, electronic, chemical, etc.) refers. It is based on guidelines with a rigid and formalized approach to deal with misunderstandings and minimize subjectivity as much as possible. This chapter will provide the basic information regarding the birth of the methodology and the composition of the work team; moreover, the procedure define, measure, analyze, improve, and control (DMAIC) will be presented and some tools will be described in order to obtain the improvements desired for the product or the process.","PeriodicalId":20993,"journal":{"name":"Quality Management: Tools, Methods, and Standards","volume":"52 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73572609","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-01-01DOI: 10.1108/978-1-78769-801-720191016
Marco Sartor, Guido Orzes
Abstract Social Accountability 8000 (SA 8000) is one of the first auditable social standards aimed at promoting labor rights for workers around the world. This certification is currently considered the most important in the field of corporate social responsibility. According to SA 8000, the organization that seeks certification – besides respecting national, international, and industry regulations – shall consider the requirements defined in the standard. After describing the SA 8000 requirements, the chapters describe strengths and weaknesses of this standard. The chapter closes with a literature review of the studies that jointly analyzes SA 8000 with ISO 9001 and ISO 14001 showing the opportunities of an integrated quality management system.
{"title":"16. SA 8000","authors":"Marco Sartor, Guido Orzes","doi":"10.1108/978-1-78769-801-720191016","DOIUrl":"https://doi.org/10.1108/978-1-78769-801-720191016","url":null,"abstract":"Abstract Social Accountability 8000 (SA 8000) is one of the first auditable social standards aimed at promoting labor rights for workers around the world. This certification is currently considered the most important in the field of corporate social responsibility. According to SA 8000, the organization that seeks certification – besides respecting national, international, and industry regulations – shall consider the requirements defined in the standard. After describing the SA 8000 requirements, the chapters describe strengths and weaknesses of this standard. The chapter closes with a literature review of the studies that jointly analyzes SA 8000 with ISO 9001 and ISO 14001 showing the opportunities of an integrated quality management system.","PeriodicalId":20993,"journal":{"name":"Quality Management: Tools, Methods, and Standards","volume":"4 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90148194","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-01-01DOI: 10.1108/978-1-78769-801-720191014
Chiara Campailla, Andrea Martini, Federico Minini, Marco Sartor
Abstract The new standard ISO 45001 is expected to give a significant boost to the growth of the number of companies that have adopted and certified an occupational health and safety (OHS) management system. The structure of the new standard reflects the Annex SL, thus facilitating the organizations in aligning and integrating their management systems. The requirements of the standard lead companies, across the Deming Cycle, to the continual improvement of OHS performance starting from the essential process of leadership and commitment, through the implementation of the key processes of planning (context analysis, risk assessment, operational planning, and control), of the support processes (communication and participation, competence and awareness of resources, and documentation management) and, finally, the processes of performance evaluation (monitoring, auditing, and management review). The advantages are a full control of compliance obligations, a significant reduction in the injury indexes, a reduction in the associated costs, and an improvement in corporate image.
{"title":"14. ISO 45001","authors":"Chiara Campailla, Andrea Martini, Federico Minini, Marco Sartor","doi":"10.1108/978-1-78769-801-720191014","DOIUrl":"https://doi.org/10.1108/978-1-78769-801-720191014","url":null,"abstract":"Abstract The new standard ISO 45001 is expected to give a significant boost to the growth of the number of companies that have adopted and certified an occupational health and safety (OHS) management system. The structure of the new standard reflects the Annex SL, thus facilitating the organizations in aligning and integrating their management systems. The requirements of the standard lead companies, across the Deming Cycle, to the continual improvement of OHS performance starting from the essential process of leadership and commitment, through the implementation of the key processes of planning (context analysis, risk assessment, operational planning, and control), of the support processes (communication and participation, competence and awareness of resources, and documentation management) and, finally, the processes of performance evaluation (monitoring, auditing, and management review). The advantages are a full control of compliance obligations, a significant reduction in the injury indexes, a reduction in the associated costs, and an improvement in corporate image.","PeriodicalId":20993,"journal":{"name":"Quality Management: Tools, Methods, and Standards","volume":"42 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85762757","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-01-01DOI: 10.1108/978-1-78769-801-720191002
Giovanni Atti, Valentina Galantini, M. Sartor
Abstract The importance of organizational-stakeholder relationships has been an interesting subject in the organizational literature. In this chapter, the evolution of the concept of stakeholder and how crucial is the company’s interaction and cooperation with them to achieve common goals has been studied. Initially stakeholder was considered a synonym of shareholder but throughout the years the category has expanded including managers, employees, suppliers, and other key actors, until the current meaning: stakeholder is “any group or individuals who can affect or is affected by the achievement of the organization’s objectives” (Freeman, 1994). Hence for running successful businesses, the companies need to acknowledge the existing stakeholders and provide them expected benefits, proportionally to their relevance, which is based on their power, legitimacy, and urgency. The chapter concludes by showing us the main principles that identify the management duties to all stakeholders and the necessity of increasing their involvement in decision-making processes.
{"title":"2. Stakeholder Management","authors":"Giovanni Atti, Valentina Galantini, M. Sartor","doi":"10.1108/978-1-78769-801-720191002","DOIUrl":"https://doi.org/10.1108/978-1-78769-801-720191002","url":null,"abstract":"Abstract The importance of organizational-stakeholder relationships has been an interesting subject in the organizational literature. In this chapter, the evolution of the concept of stakeholder and how crucial is the company’s interaction and cooperation with them to achieve common goals has been studied. Initially stakeholder was considered a synonym of shareholder but throughout the years the category has expanded including managers, employees, suppliers, and other key actors, until the current meaning: stakeholder is “any group or individuals who can affect or is affected by the achievement of the organization’s objectives” (Freeman, 1994). Hence for running successful businesses, the companies need to acknowledge the existing stakeholders and provide them expected benefits, proportionally to their relevance, which is based on their power, legitimacy, and urgency. The chapter concludes by showing us the main principles that identify the management duties to all stakeholders and the necessity of increasing their involvement in decision-making processes.","PeriodicalId":20993,"journal":{"name":"Quality Management: Tools, Methods, and Standards","volume":"17 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91147778","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-01-01DOI: 10.1108/978-1-78769-801-720191009
Giovanni Atti
Abstract The core idea behind lean is maximizing customer value and companies’ competitiveness through the streamlining and optimization of its main processes. Lean means creating more value with fewer resources. Thanks to its positive impact on companies’ overall performance, the lean concept is widely adopted across various industries and many organizations. Before being an operational tool, it is a management culture to be disseminated at all levels and applied with patience and conviction. Lean is about continuously improving work processes, purposes, and people. Instead of trying to hold total control of work processes and keep the spotlight, lean management encourages shared responsibility and shared leadership. Lean management was not created in a moment and still is evolving gradually, thanks to the desire of people for continuous improvement.
{"title":"9. Lean Management","authors":"Giovanni Atti","doi":"10.1108/978-1-78769-801-720191009","DOIUrl":"https://doi.org/10.1108/978-1-78769-801-720191009","url":null,"abstract":"Abstract The core idea behind lean is maximizing customer value and companies’ competitiveness through the streamlining and optimization of its main processes. Lean means creating more value with fewer resources. Thanks to its positive impact on companies’ overall performance, the lean concept is widely adopted across various industries and many organizations. Before being an operational tool, it is a management culture to be disseminated at all levels and applied with patience and conviction. Lean is about continuously improving work processes, purposes, and people. Instead of trying to hold total control of work processes and keep the spotlight, lean management encourages shared responsibility and shared leadership. Lean management was not created in a moment and still is evolving gradually, thanks to the desire of people for continuous improvement.","PeriodicalId":20993,"journal":{"name":"Quality Management: Tools, Methods, and Standards","volume":"18 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90244448","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1108/978-1-78769-801-720191013
Marco Sartor, Guido Orzes, Elisa Moras
Abstract ISO 14001 standard is the environmental certification developed by the International Organization for Standardization to describe the requirements for a certifiable Environmental Management System (EMS). The standard is included in the ISO 14000 series, developed because of the need for improved environmental quality. The current version of the ISO 14001 is the ISO 14001:2015; the purpose of the revision was to structure all the ISO standard (e.g., ISO9001) similarly and facilitate management systems’ integration. The literature highlights that many drivers encourage companies to obtain the certification (e.g., need for an improved image of the company, pressure from customers, and ethical reasons), but there are also some barriers to its implementation (e.g., risk of spreading confidential information, reduction in productivity, and cost of the certification). However, the certification is connected to better performances indicated by the increase in process productivity and control, the reduction in resources’ consumption and waste, and the improved quality of products/processes.
ISO 14001标准是由国际标准化组织制定的环境认证，描述了可认证的环境管理体系(EMS)的要求。该标准包含在ISO 14000系列中，因为需要改善环境质量而开发。ISO 14001的当前版本是ISO 14001:2015;修订的目的是使所有ISO标准(如ISO9001)的结构相似，并促进管理体系的整合。文献强调，许多驱动因素鼓励公司获得认证(例如，需要改善公司形象，来自客户的压力和道德原因)，但也有一些阻碍其实施的障碍(例如，传播机密信息的风险，生产力的降低和认证的成本)。然而，该认证与过程生产率和控制的提高、资源消耗和浪费的减少以及产品/过程质量的提高所表明的更好的性能有关。
{"title":"13. ISO 14001","authors":"Marco Sartor, Guido Orzes, Elisa Moras","doi":"10.1108/978-1-78769-801-720191013","DOIUrl":"https://doi.org/10.1108/978-1-78769-801-720191013","url":null,"abstract":"Abstract \u0000ISO 14001 standard is the environmental certification developed by the International Organization for Standardization to describe the requirements for a certifiable Environmental Management System (EMS). The standard is included in the ISO 14000 series, developed because of the need for improved environmental quality. The current version of the ISO 14001 is the ISO 14001:2015; the purpose of the revision was to structure all the ISO standard (e.g., ISO9001) similarly and facilitate management systems’ integration. \u0000 \u0000The literature highlights that many drivers encourage companies to obtain the certification (e.g., need for an improved image of the company, pressure from customers, and ethical reasons), but there are also some barriers to its implementation (e.g., risk of spreading confidential information, reduction in productivity, and cost of the certification). However, the certification is connected to better performances indicated by the increase in process productivity and control, the reduction in resources’ consumption and waste, and the improved quality of products/processes.","PeriodicalId":20993,"journal":{"name":"Quality Management: Tools, Methods, and Standards","volume":"69 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76955074","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：