Abstract
The paper examines the current ideas and practices of the quality improvement process in three case studies carried out in different research and development (R and D) departments. The findings suggest that quality improvement is applicable to research and development as it is to any other type of function or activity; however, not all the quality management tools and techniques are suitable to R and D. It was found that top management leadership and commitment was just as important in the quality improvement process of an R and D department as it is in any other function. The main failure of top management to fulfil their leadership and visible commitment role appears to be due to a lack of understanding of how to apply the process of continuous improvement to R and D activities. Another point of confusion was the identification of the products of R and D and from this piece of research it is concluded that they are intangible products such as information. It is also pointed out that the internal customer concept is equally important to the R and D function as in other parts of the organization.
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Schedule a callMore From: Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture
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