Dynamic benchmarking methodology for quality function deployment

Benchmarking of TQM: the case of Hikma Pharmaceuticals company

Purpose

– The purpose of this paper is to gain a better understanding of internal benchmarking through the evaluation of quality management in two quality departments (Quality Assurance (QA) and Quality Control (QC)) in a pharmaceutical company by utilizing total quality index (TQI).

Design/methodology/approach

– In order to achieve the above-mentioned purpose a structured questionnaire was used to assess the gap between the ideal and current status of the quality management system. The mean differences between the current and ideal states for the eight critical factors were compared for the two departments using t-test.

Findings

– There is difference in the actual and ideal scores on three out of eight critical factors between the QA and QC departments.

Practical implications

– The internal benchmarking process which was applied in this case study can be applied in other pharmaceutical companies in order to improve the status of the quality management system and achieve competitive advantage.

Originality/value

– Benchmarking of total quality management (TQM) can improve the performance of organizations. The benchmarking tool used in this study TQI is an information technology-supported tool that helps managers assess a TQM program by enabling the cost-effective measurement of key organizational processes. TQI measures the ideal and actual quality management along eight critical factors synthesized by Saraph et al. (1989).

An i-AHP&QFD warranty model

Purpose

– The purpose of this paper is to present a new warranty model to improve warranty management. As a case study, the developed model has been applied on an industrial vehicle manufacturing company. The model is composed of quality function deployment (QFD) and interval-based analytical hierarchy process (i-AHP). The i-AHP is an extension of the concept of analytical hierarchy process (AHP) that takes the benefits of interval computations in order to mitigate the shortcomings of AHP and fuzzy AHP.

Design/methodology/approach

– Using a combination of i-AHP and QFD, the authors analyzed the several options and alternatives available, weighting each one by means of an interval pair-wise comparison. Using collected data, the authors have shown how to map the capability of each option against each alternative and thereby build a relationship matrix under the QFD approach based on interval computations.

Findings

– The use of i-AHP&QFD integrated methodology helps to identify the best options to solve several decision problems in diverse fields and could be applied successfully in warranty management. This methodology is especially useful when dealing with several options and equal numbers of alternatives for each warranty option.

Research limitations/implications

– The case study includes competitiveness analysis at the first house of quality (HOQ), but not at the subsequent HOQ, due to a lack of information from the relevant competitors. However, the paper demonstrates the kind of competitiveness analysis at the first HOQ which can be extended to all subsequent HOQs.

Practical implications

– The research would be useful to academics and practitioners in developing integrated versions of the QFD and i-AHP methodologies to improve warranties.

Originality/value

– This study contributes to the diffusion of a new form of integrated warranty model, through the presentation of practical examples of industrial vehicle warranty management. Also, the model presents the i-AHP in order to quantify and compare variables via the use of geometrical averages and to synthesize a subsequent solution.

An investigation of lead benchmarking implementation

Purpose

– The purpose of this paper is to explore current levels of lead benchmarking implementation and lead performance indicators among Malaysian organizations. Comparing small and medium enterprises (SMEs) with large companies, it identifies what benefits and difficulties are present during benchmarking implementation.

Design/methodology/approach

– Descriptive analyses, one-way ANOVAs between and within groups, and parametric and non-parametric tests are used to compare responses obtained from small, medium and large Malaysian manufacturing organizations.

Findings

– Findings suggest that larger organizations have a more progressive approach to lead benchmarking. Strategy and employee development are dominant lead performance indicators of continuous improvement. Large companies experience fewer challenges when implementing benchmarking projects. Perceptions of key benchmarking implementation barriers shift from mere lack of resources toward lack of knowledge and training, information sharing, commitment and trust.

Research limitations/implications

– The sample is specific in nature (Malaysian manufacturing organizations); results should be interpreted accordingly.

Originality/value

– Little is known about lead benchmarking practices in Malaysia, particularly within the contexts of SMEs. The outcomes of this study provide a basis for further improvement and valuable knowledge for top management of manufacturing organizations to refine strategies and advance quality management approaches.