Selecting Improvement Projects that Add Value to Customers
2007 (English)In: The Asian Journal on Quality, Vol. 8, no 1, 15-27 p.Article in journal (Refereed) Published
This paper presents a methodology to nominate and select improvement projects that are perceived as adding value to customers (both internal and external). The structure of the methodology can be explained in three “stages.” First, the methodology suggests a new way of categorizing improvement opportunities, i.e. reactive-proactive, to “upgrade” the little Q - big Q categorisation. Then, it develops a roadmap that links performance indicators and improvement projects for both reactive and proactive improvements. Finally, it suggests an algorithm to select the improvement project, where the assessment of to what extent the nominated improvement projects add value to customers relies on the comparison between Overall Perceived Benefits (OPB) and Overall Perceived Efforts (OPE). The improvement project perceived as having the largest impact on adding value to customers receives the highest priority.
Place, publisher, year, edition, pages
2007. Vol. 8, no 1, 15-27 p.
Project Selection, Quality Improvements, Perceived Added Value, Customer Value
Engineering and Technology
IdentifiersURN: urn:nbn:se:liu:diva-39113Local ID: 46656OAI: oai:DiVA.org:liu-39113DiVA: diva2:259962