Organizing Quality Management

An increasing competition and development pace entails new challenges for organizations in order to meet and preferably exceed customer demands. The traditional view on Quality Management has been focused on continuous improvement rather that radical development. The balance between efficiency and effectiveness has become increasingly important for successful organizations. This poses new challenges and demands on the organizational function of Quality Management. How Quality Management should be organized to handle these challenges is the core of my research.

Short Facts
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Other positions

I am a PhD student representative in the board of Centre for Applied Ethics (CTE) at Linköping university.

 

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Education
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I mainly teach within the subjects of Quality Management on basic and advanced levels for students in engineering programs within IEI. I also teach in pedagogy and HRM/HRD within IBL. Apart from being course director for TMQU03, ”Quality Management and Engineering” I also supervise master thesis students with subjects linked to Quality Management (TQIE33).

I teach in the following courses

  • TMQU03, Quality Management and Engineering
  • TMQU08, Kvalitets- och verksamhetsutveckling
  • TMQU46, Kvalitetsledning
  • TMQU12, Lean production 
  • TETS44, Logistik och kvalitetsutveckling.
  • TPPE91, Produktionssystemets planering och ekonomi
  • 759G45, HRD: Learning, training, development, education and change in organizations.
  • 759G07, Lärande och kompetensutveckling i arbetslivet
  • 759G52, Arbetsplatsförlagd utbildning
  • 734G57, Ledarskap, lärande och utveckling (LELU)

Research
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The strive for quality is all about creating goods and services that meet or preferably exceed customer requirements. Quality Management is, in turn, all about the systematic analysis and application of principles, practices and techniques in order to improve the processes that leads to customer satisfaction.   Traditionally, Quality Management has been focused on creating continuous improvement. However, new technology, digitalization and new ways of working and communicating creates increasingly more aware and well-informed customers, where the lead times on goods and service development continuously decreases. 

In order to improve quality and thus increase competitiveness, it becomes increasingly more important for organizations to understand and learn more about current and future customer needs. This entails a considerably increased focus on innovation and development. In balancing the need for efficiency with the need to renew and develop the goods and service portfolios, there is an increasing need to accommodate organizational learning within the function of Quality Management. Organizational learning entails mastering both adaptive and developmental learning in order to increase both efficiency and effectiveness. 

Enabling both continuous improvement and radical development, by adopting organizational learning, thus becomes core capabilities for organizations. This creates new challenges and possibilities for Quality Management as an organizational function and for the Quality Management practitioners who are committed to work with Quality Management practices. My research is therefore focused on investigating how Quality Management should be organized and how Quality Management practitioners can create conditions for organizational learning. An important part of my research concerns identifying competencies needed for effective Quality Management. 

 

Latest publications
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2019

2018

Organisation
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