scholarly journals Presenting Cloud Business Performance for Manufacturing Organizations

2017 ◽  
Vol 22 (1) ◽  
pp. 59-75 ◽  
Author(s):  
Victor Chang
Keyword(s):  
Business Performance ◽  
Manufacturing Organizations

Strategic impact of SCM and SCQM practices on competitive dimensions of Indian manufacturing industries

2019 ◽  
Vol 31 (5) ◽  
pp. 696-721 ◽  
Author(s):  
Mandeep Kaur Sidhu ◽  
Kanwarpreet Singh ◽  
Doordarshi Singh
Keyword(s):  
Business Performance ◽  
Large Scale ◽  
Manufacturing Industry ◽  
Discriminant Validity ◽  
Research Work ◽  
Manufacturing Industries ◽  
Combined Approach ◽  
Total Quality ◽  
Content Type ◽  
Manufacturing Organizations

Purpose The purpose of this paper is to evaluate the capabilities of total quality management (TQM) and supply chain management (SCM) and extract various significant factors which influence the implementation of SCM alone and synergy of both TQM–SCM in terms of business performance of Indian medium and large scale manufacturing industry. Design/methodology/approach In the present study, 116 Indian manufacturing organizations have been extensively surveyed to ascertain the inter-relationships between various success factors and competitive dimensions of SCM alone and for combined approach (TQM–SCM), through different statistical techniques. Further, to evaluate the significance of time period on competitive dimensions, two-tailed t-test has been deployed. Finally the discriminant validity test has been applied to extract highly successful and moderately successful organizations for both approaches. Findings The study compares the contributions played by only SCM initiatives and combined approach (TQM–SCM) initiatives toward realization of significant improvements of various competitive dimensions of Indian manufacturing organizations. Finally, this study reveals that synergistic relationship of TQM and SCM paradigms can be more helpful as compared to only SCM initiatives for Indian manufacturing industries to enhance overall business performance. Originality/value TQM and SCM are considered as performance improvement techniques by the manufacturing organizations. The present research work establishes that combined (TQM–SCM) initiatives have effectively contributed for realization of significant competitive dimensions, progressively from introduction to maturity phases. So, the study stresses upon the need for improving coordination between various manufacturing parameters as well as competitive dimensions of TQM and SCM paradigms to enjoy higher potential of business performance.

The Role of Lean Production on Organizational Performance

2016 ◽  
pp. 1578-1610
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Total Quality Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Management Practices ◽  
Cellular Manufacturing ◽  
Lean Production ◽  
Just In Time ◽  
Total Quality ◽  
Manufacturing Organizations

This chapter introduces the role of Lean Production on organizational performance, thus explaining the management practices of Lean Production of just in time, total productive maintenance, total quality management, cellular manufacturing, and human resource management. The successful Lean Production implementation programs can facilitate the manufacturing organization's quest for achieving enhanced business performance leading to competitive advantage. This chapter has highlighted some significant revelations about various facets of simultaneous implementation of Lean Production paradigms in the manufacturing organizations. Lean Production implementation dimensions are important to the manufacturing organizations trying to realize manufacturing excellence for competing in the highly dynamic global marketplace. The study also highlights that significant business performance enhancements can be realized through Lean Production implementation over considerable period of time. Organizations should focus on developing the management practices of Lean Production of just in time, total productive maintenance, total quality management, cellular manufacturing, and human resource management in order to achieve better organizational performance.

Linkages in Advanced Manufacturing Strategy

2018 ◽  
pp. 359-388
Author(s):  
Balkrishna Eknath Narkhede
Keyword(s):  
Business Strategy ◽  
Business Performance ◽  
Manufacturing Sector ◽  
Advanced Manufacturing ◽  
Manufacturing Strategy ◽  
Industrial Manufacturing ◽  
Business Excellence ◽  
Advanced Manufacturing Technologies ◽  
Manufacturing Organizations ◽  
Manufacturing Technologies

Manufacturing is crucial for the robust growth of the economy, for exports and for generating substantial relevant employment. Manufacturing is a force multiplier; it means investment in manufacturing yields four times the effect on Gross Domestic Product (GDP) growth. The core manufacturing sector comprises engineering and construction, industrial manufacturing, materials and commodities, chemicals and plastics, and automotive. In today's era of globalization and competition, business excellence is important, which needs coordination between business and manufacturing strategy. Based on a systematic review of published articles from 1982 to 2012, the present paper proposes and discusses a framework which brings together a set of variables related to the manufacturing strategies and advanced manufacturing technologies and the internal contextual factors driving it. The purpose of this literature review is to investigate the adoption of manufacturing strategies and it is observed that strategic alignment of competitive priorities with business strategy improves the business performance of the manufacturing organizations.

The Role of Lean Production on Organizational Performance

2014 ◽  
pp. 358-388 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Total Quality Management ◽  
Organizational Performance ◽  
Business Performance ◽  
Management Practices ◽  
Cellular Manufacturing ◽  
Lean Production ◽  
Just In Time ◽  
Total Quality ◽  
Manufacturing Organizations

This chapter introduces the role of Lean Production on organizational performance, thus explaining the management practices of Lean Production of just in time, total productive maintenance, total quality management, cellular manufacturing, and human resource management. The successful Lean Production implementation programs can facilitate the manufacturing organization’s quest for achieving enhanced business performance leading to competitive advantage. This chapter has highlighted some significant revelations about various facets of simultaneous implementation of Lean Production paradigms in the manufacturing organizations. Lean Production implementation dimensions are important to the manufacturing organizations trying to realize manufacturing excellence for competing in the highly dynamic global marketplace. The study also highlights that significant business performance enhancements can be realized through Lean Production implementation over considerable period of time. Organizations should focus on developing the management practices of Lean Production of just in time, total productive maintenance, total quality management, cellular manufacturing, and human resource management in order to achieve better organizational performance.

Effectiveness of TPM implementation with and without integration with TQM in Indian manufacturing industries

2014 ◽  
Vol 20 (4) ◽  
pp. 415-435 ◽  
Author(s):  
Kanwarpreet Singh ◽  
Inderpreet Singh Ahuja
Keyword(s):  
Business Performance ◽  
Manufacturing Industries ◽  
Performance Parameters ◽  
Manufacturing Companies ◽  
Total Quality ◽  
Content Type ◽  
Performance Improvements ◽  
Manufacturing Performance ◽  
Manufacturing Organizations ◽  
The Impact

Purpose – The purpose of this paper is to evaluate and extract various significant factors influencing the implementation of total quality management (TQM) and total productive maintenance (TPM) on business performance for the following approaches: TPM alone; both TQM-TPM combined for improving manufacturing performance in the Indian manufacturing industry. Design/methodology/approach – In the present study, 94 manufacturing organizations have been extensively surveyed, to ascertain the contributions made by TQM and TPM initiatives in the Indian manufacturing industries toward realizing manufacturing performance improvements. The correlations between various TQM and TPM implementation issues and manufacturing performance improvements have been evaluated and validated by employing various statistical tools. Findings – This paper illustrates how the synergistic relationship of TQM and TPM paradigms can be helpful for Indian manufacturing industries to enhance overall business performance. The major objectives of this research is to examine, the effectiveness of performance parameters (dependent variables) and factors of implementation (independent variables) of companies implementing TPM alone and TQM-TPM combined approach to improve their business performance and how the support of TQM provides a synergetic effect on TPM's contribution in improving better business performance. Originality/value – TQM and TPM, are such popular initiatives employed by the manufacturing organizations as performance improvement techniques. These programs are employed world over for attaining customer satisfaction, reliability, productivity, market share, profitability and even survival. The study stresses upon the need for improving coordination between manufacturing parameters and other organizational quality improvement initiatives through transfusion of TQM and TPM and to examine the impact of experience in terms of time period on effectiveness of performance parameters when TQM is supported by TPM for Indian manufacturing companies.

The impact of quality management practices on performance: an empirical study

2017 ◽  
Vol 24 (2) ◽  
pp. 511-535 ◽  
Author(s):  
Vishal Singh Patyal ◽  
Maddulety Koilakuntla
Keyword(s):  
Quality Management ◽  
Empirical Study ◽  
Business Performance ◽  
Equation Modeling ◽  
Quality Performance ◽  
Content Type ◽  
Quality Practices ◽  
Manufacturing Organizations ◽  
The Impact ◽  
Positive Effect

Purpose The purpose of this paper is to explore the relationship between quality management (QM) and performance, specifically how the infrastructure and core QM practices affect quality and business performance, in Indian manufacturing organizations. Design/methodology/approach In this study, the empirical data were drawn from 262 manufacturing organizations in India. The research model was tested using the structural equation modeling technique. Findings The findings of the empirical study revealed that infrastructure QM practices have a positive effect on core QM practices and indirectly on quality performance, whereas, core QM practices have a positive effect on quality performance. Also, quality performance has a positive effect on business performance. Research limitations/implications This study considered QM from two dimensions (infrastructure and core quality practices), the study further contributes to the understanding of the different roles played by diverse QM dimensions in determining business performance in terms of increased return on investment, shareholder and stakeholder value. Practical implications The study showed that infrastructure quality practices support the application of core quality practices. Therefore, managers must develop and maintain their organization’s quality system and sufficient resources need to be allocated to both types of practices in order to achieve the superior business performance. Originality/value This study considers both total quality management and Six Sigma practices for defining a new set of infrastructure and core QM practices in Indian manufacturing organizations.

An empirical exploration of Agile manufacturing for enhanced business performance in Indian manufacturing industry

2020 ◽  
Vol 17 (1) ◽  
pp. 90-111
Author(s):  
Rahul Kumar ◽  
Kanwarpreet Singh ◽  
Sanjiv Kumar Jain
Keyword(s):  
Performance Measures ◽  
Business Performance ◽  
Manufacturing Industry ◽  
Discriminant Validity ◽  
Statistical Significance ◽  
Agile Manufacturing ◽  
Content Type ◽  
Manufacturing Organizations ◽  
Implementation Practices ◽  
Business Performance Measures

Purpose The purpose of this paper is to investigate the effects of agile manufacturing practices on business performance of Indian medium and large-scale manufacturing industry. Design/methodology/approach A survey questionnaire was designed to attain the research objectives. Agile manufacturing questionnaire was sent to around 500 randomly selected manufacturing organizations in the northern spectrum of India through e-mails and posts, out of which 154 usable responses have been received. This study investigates the inter-relationships between various agile manufacturing implementation practices and business performance measures using various statistical techniques. This paper deploys Games–Howell hoc test to establish the statistical significance of business performance improvements, progressively accrued over a reasonable period of time, through holistic agile manufacturing implementation. Findings The paper validates the contribution of agile manufacturing toward realization of the significant improvements in various business performance measures such as customer-related achievements, financial achievements, business-related achievements, operational achievements, employee-related achievements, and supplier-related achievements. Further, the discriminant validity test has been used in this paper for classifying highly successful and moderately successful organizations. Research limitations/implications The paper only concentrated on manufacturing organizations in northern India. The results of this paper cannot generalize across all the sectors and spectrum of Indian manufacturing organizations. Originality/value This paper develops an insight into the strong potential of agile manufacturing implementation practices in affecting business performance measures.

An evaluation of just-in-time initiatives in the Indian industries

2015 ◽  
Vol 32 (6) ◽  
pp. 559-588 ◽  
Author(s):  
Gurinder Singh ◽  
Inderpreet Singh Ahuja
Keyword(s):  
Business Performance ◽  
Manufacturing Industry ◽  
Performance Enhancement ◽  
Industrial Sector ◽  
Manufacturing Industries ◽  
Just In Time ◽  
Content Type ◽  
Manufacturing Performance ◽  
Manufacturing Organizations ◽  
Indian Industries

Purpose – The purpose of this paper is to develop an insight into the prevalent just-in-time (JIT) practices adopted in Indian manufacturing industry for realizing the development and growth of the industrial sector. The endeavor of Indian manufacturing organizations to achieve manufacturing performance enhancement through JIT implementation has been highlighted in the present study. Design/methodology/approach – The present study has been conducted in the large- and medium-scale manufacturing industries of India that have successfully implemented or are in the various stages of implementing JIT. The approach of study has been directed toward assessment of JIT initiatives in Indian manufacturing industries. Findings – From the present study it is apparent that Indian organizations have been reasonably successful in improving the business performance by implementing holistic JIT initiatives and have successfully reaped the benefits of JIT implementation. However, it is also revealed in present study that Indian manufacturing industries need to work more aggressively on managing few issues of JIT. Originality/value – The value of paper is in calculation of percent point score for each issue of JIT in context to Indian manufacturing industry and to find out significant as well as issues that need to worked aggressively by Indian manufacturing industry to reap the benefits of JIT.

scholarly journals Influence of innovation in strategy implementation on organizational performance

2020 ◽  
Vol 9 (5) ◽  
pp. 48-57
Author(s):  
Paul Kiragu ◽  
John Muhoho ◽  
Paul Omato Gesimba
Keyword(s):  
Organizational Performance ◽  
Business Performance ◽  
Qualitative Data ◽  
Sampling Method ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Descriptive Research ◽  
Manufacturing Organizations ◽  
High Level ◽  
Managerial Employees

This study sought to assess whether innovation in the strategy implementation process contributed to sustained business performance with a specific focus of Unga Holdings Limited. It utilized the descriptive research design and targeted a population of 260 managerial and supervisory employees at Unga Holdings Ltd. A sample of 78 respondents (69 supervisory and 9 managerial staff) was selected using the stratified random sampling method. Questionnaires were used to collect quantitative data from supervisory employees while interview guides were used to collect qualitative data from the managerial employees. Findings revealed that there is a high level of organizational performance at Unga Holdings Ltd. rated at 84.6%. Findings also showed that innovation in strategy implementation (r2= .434, β= .637, p=.000) has a positive and statistically significant influence on organizational performance. The study recommends that manufacturing organizations particularly those in the food processing sub-sector should develop technologies and methods for supporting the strategy implementation process.

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