QFD, organisational creativity and productivity

Abstract

Purpose

This paper examines the relationship between organisational creativity, productivity and the underlying dimensions that foster quality function deployment (QFD).

Methodology

A total of 359 usable questionnaires were received from employees who are engaged in quality management programmes from nine companies in the United Arab Emirates (UAE). These were subjected to a series of correlational and regression analyses.

Findings

There are three major findings in this research. First, the relationship between the QFD variables and organisational creativity is positive and significant. Second, the relationship between the QFD variables and productivity is stronger compared with the relationship between the QFD variables and organisational creativity.

Practical implications

Finally, the study suggests that top management commitment, worker‐supervisor collaboration in QFD efforts, internal processes and strategies for QFD, the effectiveness of use of information and data to support QFD actions, and building relationships with customers, are essential in creating an organisational climate conducive to QFD implementation. The study shows that the real challenge for organisations in the UAE is to create a working environment that facilitates the process of QFD.

Citation

Politis, J.D. (2005), "QFD, organisational creativity and productivity", International Journal of Quality & Reliability Management, Vol. 22 No. 1, pp. 59-71. https://doi.org/10.1108/02656710510572995