Abstract
Quality Control Initiatives (QCI) are a very important part of staying competitive in today’s business environment. QCI’s based on principles and methodologies such as LEAN and Six Sigma in the field of manufacturing as can result in large improvements to the bottom line by reducing cycle time, costs, variability and improving other metrics such as yields.
QCI implementations within organizations depend on many factors—the most important of which is the employees within the organization charged with, and being asked to undertake the implementation.
In 2013, a high technology semiconductor manufacturing company “X” located near Portland, Oregon underwent a LEAN based QCI implementation QCI over a period of a few months. This is a case study dealing with the implementation approach, analysis, how the implementation was perceived by employees at different portions of the organization, and what would an ideal implementation in such an environment look like.
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Varma, S., Daim, T. (2017). Technology Management: Case of an Organization in Transition. In: Daim, T., Kim, J., Phan, K. (eds) Research and Development Management. Science, Technology and Innovation Studies. Springer, Cham. https://doi.org/10.1007/978-3-319-54537-0_14
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DOI: https://doi.org/10.1007/978-3-319-54537-0_14
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