scholarly journals An integrated fuzzy framework for analyzing barriers to the implementation of continuous improvement in manufacturing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Madjid Tavana ◽  
Akram Shaabani ◽  
Naser Valaei
Keyword(s):  
Continuous Improvement ◽  
Ratio Analysis ◽  
Management Support ◽  
Manufacturing Companies ◽  
Implementation Barriers ◽  
Effect Analysis ◽  
Content Type ◽  
Important Barrier ◽  
Simple Additive Weighting ◽  
Fuzzy Framework

PurposeDelivering premium services and quality products are critical strategies for success in manufacturing. Continuous improvement (CI), as an underlying foundation for quality management, is an ongoing effort allowing manufacturing companies to see beyond the present to create a bright future. We propose a novel integrated fuzzy framework for analyzing the barriers to the implementation of CI in manufacturing companies.Design/methodology/approachWe use the fuzzy failure mode and effect analysis (FMEA) and a fuzzy Shannon's entropy to identify and weigh the most significant barriers. We then use fuzzy multi-objective optimization based on ratio analysis (MOORA), the fuzzy technique for order of preference by similarity to ideal solution (TOPSIS) and fuzzy simple additive weighting (SAW) methods for prioritizing and ranking the barriers with each method. Finally, we aggregate these results with Copeland's method and extract the main CI implementation barriers in manufacturing.FindingsWe show “low cooperation and integration of the team in CI activities” is the most important barrier in CI implementation. Other important barriers are “limited management support in CI activities,” “low employee involvement in CI activities,” “weak communication system in the organization,” and “lack of knowledge in the organization to implement CI projects.”Originality/valueWe initially identify the barriers to the implementation of CI through rigorous literature review and then apply a unique integrated fuzzy approach to identify the most important barriers based on the opinions of industry experts and academics.

A conceptual continuous improvement implementation framework for UK manufacturing companies

2017 ◽  
Vol 34 (7) ◽  
pp. 1015-1033 ◽  
Author(s):  
Richard Scott McLean ◽  
Jiju Antony
Keyword(s):  
Conceptual Framework ◽  
Continuous Improvement ◽  
Manufacturing Industry ◽  
Manufacturing Companies ◽  
Senior Managers ◽  
Implementation Framework ◽  
Content Type ◽  
Robust Solution ◽  
The Uk ◽  
High Level

Purpose The purpose of this paper is to review current continuous improvement implementation models and frameworks, and present a new conceptual framework tailored specifically to the needs of UK manufacturing companies. Design/methodology/approach The paper details the in-depth review of 20 existing models or frameworks for continuous improvement implementation, demonstrating the need for a new industry and region specific solution. Through the incorporation of previous findings from literature, coupled with the positive aspects of the current offerings, a new conceptual framework for continuous improvement implementation in UK manufacturing companies is presented. Findings The paper demonstrates the need for industry and region specific frameworks and demonstrates that current models and frameworks do not completely fulfil the objective of the research. A new continuous improvement implementation framework is therefore presented in a user friendly format, comprising positive aspects of previous models and frameworks where applicable. Research limitations/implications The focus of the research is limited to the UK and the manufacturing industry. It is therefore not clear the applicability of the framework presented to other regions and industries. The framework presented is also conceptual at this stage and requires validation through interview and application. Practical implications The framework presented will provide senior managers wishing to implement continuous improvement an understanding of the high level process, as well as awareness of their role within the roll out. Overall, the framework provides a clear guide whilst also allowing for individual tailoring of the elements contained to the needs of the company. Originality/value The paper presents a new conceptual framework; the first to be tailored to the needs of UK manufacturing companies. The framework has also been demonstrated to be a more robust solution than those currently in existence.

A study of Chinese quality circle effectiveness

2013 ◽  
Vol 31 (1) ◽  
pp. 14-31 ◽  
Author(s):  
Jing Li ◽  
Toni L. Doolen
Keyword(s):  
Continuous Improvement ◽  
Team Member ◽  
Principal Component ◽  
Management Support ◽  
Technical Success ◽  
Content Type ◽  
Goal Difficulty ◽  
Goal Clarity ◽  
Manufacturing Organization ◽  
The Impact

Purpose – The purpose of this paper is to understand and measure the impact of goal clarity, goal difficulty, and management support on five social and technical outcomes for quality circles (QCs) in a Chinese company. Design/methodology/approach – Survey scales were developed based on previous research and validated using principal component analysis. Analysis of variance confirmed the validity of aggregating individual responses to team-level measures. Models for five outcomes (team member understanding of continuous improvement, team member skills, team member attitudes, team member motivation, and technical success) were developed using multiple regressions. Findings – Goal clarity was found to impact all outcomes. Goal difficulty was found to impact QC team member attitudes. Management support was related to employee's understanding of the value of continuous improvement and to the technical success of QC activities. Research limitations/implications – All the QCs included in the study were part of a single manufacturing organization. To generalize the findings, data from additional companies are needed. Practical implications – The results imply that management support is critical to improvement of processes. Even if employees wish to learn new skills, employee's efforts need to be directed, so they are closely aligned with the company's goals and objectives. Originality/value – This appears to be the first published research study to identify the role of goal clarity, goal difficulty, and management support on both social and technical systems outcomes for Chinese QCs. The findings highlight the value of and need for clearly defined, challenging goals for QC members work on and the need for management support of QC members and QC activities.

scholarly journals Six Sigma enablers in Mexican manufacturing companies: a proposed model

2016 ◽  
Vol 116 (5) ◽  
pp. 926-959 ◽  
Author(s):  
Diego Tlapa ◽  
Jorge Limon ◽  
Jorge L García-Alcaraz ◽  
Yolanda Baez ◽  
Cuauhtémoc Sánchez
Keyword(s):  
Six Sigma ◽  
Structural Equation ◽  
Success Factors ◽  
Positive Impact ◽  
Equation Modeling ◽  
Management Support ◽  
Manufacturing Companies ◽  
Content Type ◽  
Variation Reduction ◽  
Proposed Model

Purpose – The purpose of this paper is to extend the understanding of Six Sigma (SS) and the underlying dimensions of its critical success factors (CSF) via an analysis of the effects of top management support (TMS), implementation strategy (IS), and collaborative team (CT) on project performance (PP) in Mexican manufacturing companies. Design/methodology/approach – Based on a SS literature review, a survey was conducted to capture practitioners’ viewpoints about CSFs for SS implementation and their impact on performance in manufacturing companies. A factor analysis and structural equation modeling were conducted in order to identify and analyze causal relationships. Findings – The results suggest that CSFs grouped in the constructs TMS, IS, and CT have a positive impact on PP as measured by cost reduction, variation reduction, and quality improvement. Research limitations/implications – Although the empirical data collected supported the proposed model, results might differ among organizations in different countries. In addition, the study did not analyze a unique performance metric; instead, general PP dimensions were used. Practical implications – Boosting the TMS, IS, and CT enhances positive PP of SS in manufacturing companies. Originality/value – IS as a construct has not been studied exhaustively; this work contributes to a better understanding of it and its impact on PP. Additionally, studies of SS in Latin America are limited, so this study gives a complementary vision to practitioners and researchers about it.

Lean management and innovation performance

2019 ◽  
Vol 42 (2) ◽  
pp. 239-262 ◽  
Author(s):  
Ayman Bahjat Abdallah ◽  
Samer Eid Dahiyat ◽  
Yoshiki Matsui
Keyword(s):  
Factor Analysis ◽  
Continuous Improvement ◽  
Structural Equation ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Equation Modeling ◽  
Future Research ◽  
Lean Management ◽  
Manufacturing Companies ◽  
Content Type

Purpose The purpose of this paper is to explore the effects of innovation orientation (IO) on both the implementation levels of soft and hard lean management (LM), as well as innovation performance. It also aims at exploring the effects of soft and hard LM on innovation performance. Design/methodology/approach The study analyzes survey data collected as a part of a high-performance manufacturing (HPM) project from 238 international manufacturing companies in eight countries and three industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. The study hypotheses were tested using structural equation modeling. Findings The results demonstrated that innovation-oriented companies tend to adopt aspects of both soft and hard LM. However, the results revealed an insignificant effect of soft and hard LM on innovation performance. The study also showed that innovation performance is positively influenced by an IO. These results indicate that having an IO is vital for enhancing both LM as well as innovation performance. They also evidently suggest that LM is more related to continuous improvement (incremental innovation) rather than (radical) innovation and, as such, is not important for firm’s intent on enhancing their innovation performance. Practical implications The current study demonstrates that IO and LM are complementary and not contradicting strategies. The two strategies share many cultural aspects, similarities and commonalities. However, LM is not sufficient to predict innovation performance. Managers of the surveyed manufacturing firms are advised to focus on IO, as it has beneficial impacts on both LM (continuous improvement initiatives) as well as innovation performance. This clearly indicates that placing the emphasis upon radical (innovative) improvement rather than incremental improvement (LM practices) is believed to support continuous and innovative improvement alike. Originality/value The relationship between LM and innovation is debated in the existing literature, but the debate is characterized by a lack of empirical evidence. This is one of the first studies that empirically investigates the relationships between IO, LM and innovation performance. It identifies some new insights to direct future research, particularly regarding different innovation types as well as in service organizations.

Modeling the implementation barriers of cloud computing adoption

2018 ◽  
Vol 25 (8) ◽  
pp. 2760-2782 ◽  
Author(s):  
Rakesh Raut ◽  
Pragati Priyadarshinee ◽  
Manoj Jha ◽  
Bhaskar B. Gardas ◽  
Sachin Kamble
Keyword(s):  
Cloud Computing ◽  
Structural Model ◽  
Management Support ◽  
Implementation Barriers ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Top Management Support ◽  
Expert Opinions ◽  
Cloud Computing Adoption ◽  
First Time

PurposeThe purpose of this paper is to identify and model critical barriers to cloud computing adoption (CCA) in Indian MSMEs by the interpretive structural modeling (ISM) approach.Design/methodology/approachIn this paper, through a literature survey and expert opinions, 14 critical barriers were identified, and the ISM tool was used to establish interrelationship among the identified barriers and to determine the key barriers having high driving power.FindingsAfter analyzing the barriers, it was found that three barriers, namely, lack of confidentiality (B8), lack of top management support (B3) and lack of sharing and collaboration (B2) were most significant.Research limitations/implicationsThe developed model is based on the expert opinions, which may be biased, influencing the final output of the structural model. The research implications of the developed model are to help managers of the organization in the understanding significance of the barriers and to prioritize or eliminate the same for the effective CCA.Originality/valueThis study is for the first time an attempt that has been made to apply the ISM methodology to explore the interdependencies among the critical barriers for Indian MSMEs. This paper will guide the managers at various levels of an organization for effective implementation of the cloud computing practices.

An exploration of the extent of Lean Six Sigma implementation in the West of Ireland

2018 ◽  
Vol 9 (3) ◽  
pp. 444-462 ◽  
Author(s):  
Richard Iyede ◽  
Enda Francis Fallon ◽  
Pat Donnellan
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Top Management ◽  
Management Support ◽  
Manufacturing Companies ◽  
The West ◽  
Content Type ◽  
Failure Factors ◽  
West Of Ireland

PurposeThe purpose of this paper is to explore the extent of Lean Six Sigma (LSS) implementation within manufacturing companies in the West of Ireland. It examines the key success and failure factors, benefits and quality tools influencing LSS projects deployment.Design/methodology/approachThe study adopted a mixed research method (quantitative and qualitative approach). Research data were collected through a structured survey questionnaire to the target population followed by interview case studies with four manufacturing companies to gather additional insight. The targeted respondents were manufacturing engineers, quality engineers, process improvement managers, operations managers, R&D engineers, LSS experts and validation engineers.FindingsLSS initiatives are still relatively unknown to many SMEs organisations, whereas large companies have adopted LSS for some time. Top management commitment, understanding the LSS methodology, tools and techniques, integrating LSS to business strategy, organisational cultural change and training and education were the topmost key success factors. Organisational strategy, lack of top management support, expensive cost for LSS projects, unclear prioritisation of LSS projects and cost effectiveness were the most important failure factors influencing LSS implementation.Originality/valueThis research is the original work provided by the author and is expected to address the shortcomings of both SMEs and large organisations in the West of Ireland. The recommendations and frameworks reported in this paper can be used by manufacturing and service companies in Ireland for efficiency, competitiveness and continuous improvement.

Modeling the CSR barriers in manufacturing industries

2017 ◽  
Vol 24 (7) ◽  
pp. 1871-1890 ◽  
Author(s):  
Praveen Goyal ◽  
Divesh Kumar
Keyword(s):  
Manufacturing Sector ◽  
Extensive Literature ◽  
Manufacturing Companies ◽  
Implementation Barriers ◽  
Interpretive Structural Modeling ◽  
Efficient Manner ◽  
Content Type ◽  
Top Management Commitment ◽  
Expert’S Opinion ◽  
Passive Attitude

Purpose The purpose of this paper is to identify and rank the various barriers of the CSR implementation in Indian manufacturing companies. Further, this paper also studies interaction of different barriers. Design/methodology/approach The study was carried out using an interpretive structural modeling (ISM) approach to analyze the interaction among different barriers for corporate social responsibility (CSR) implementation in manufacturing companies in the Indian context. Findings In the present study, ten CSR implementation barriers were identified through an extensive literature review followed by the expert’s opinion. The present study outlines that lack of money and consumer’s passive attitude towards CSR are the major barriers in CSR implementation in Indian manufacturing companies. On the other hand, top management commitment, lack of knowledge about CSR and lack of skills for CSR implementation are barriers which occur due to the investment required in term of time and consumer’s passive attitude. Originality/value The present study is helpful to both academicians and practitioners by providing a model of CSR barriers. This study is important in the context of India which is a developing economy and this development is exerting pressure on the corporations to adopt CSR in their practices. This ISM-based model of barriers of CSR implementation in the manufacturing sector will help practitioners and managers to have enhanced knowledge about these barriers and to concentrate on important barriers to implement CSR activities in their organizations in an efficient manner.

Impacts of computerized maintenance management system and relevant supportive organizational factors on total productive maintenance

2018 ◽  
Vol 25 (7) ◽  
pp. 2230-2247 ◽  
Author(s):  
Hadi Balouei Jamkhaneh ◽  
Javad Khazaei Pool ◽  
Seyed Mohammad Sadegh Khaksar ◽  
S. Mohammad Arabzad ◽  
Reza Verij Kazemi
Keyword(s):  
Structural Equation ◽  
Production Systems ◽  
Organizational Factors ◽  
Maintenance Management ◽  
Equation Modeling ◽  
Management Support ◽  
Manufacturing Companies ◽  
Total Productive Maintenance ◽  
Content Type ◽  
Computerized Maintenance Management System

Purpose The application of automated systems is rapidly increasing in different industries and organizations. In this regard, computerized maintenance management systems (CMMS) using information technology play an important role in the automating production systems. The purpose of this paper is to investigate the impacts of CMMSs and relevant supportive organizational factors on the effectiveness of total productive maintenance. Design/methodology/approach This study is classified as a quantitative survey-based research using structural equation modeling. The scope of the study includes manufacturing companies in Iran. A total of 125 questionnaires from 60 companies were collected from January to March 2014 to help validate the conceptual model and test the hypotheses. Findings The results support the concept CMMSs positively relates to relevant supportive organizational factors (resource allocation, decision-making structure, senior management support, employees’ involvement and effective instruction) on the effectiveness of total productive maintenance. The relevant supportive organizational factors can also be seen as the predictors of CMMSs. Originality/value This study integrates the CMMSs and relevant supportive organizational factors in a robust model to examine the effectiveness of total productive maintenance. This study also examines the impacts of CMMSs and relevant supportive organizational factors on total productive maintenance which seems to not be done previously.

The role of innovation in building competitive advantages: an empirical investigation

2018 ◽  
Vol 21 (1) ◽  
pp. 44-69 ◽  
Author(s):  
Prodromos Chatzoglou ◽  
Dimitrios Chatzoudes
Keyword(s):  
Competitive Advantage ◽  
Conceptual Framework ◽  
Empirical Investigation ◽  
Primary Data ◽  
Empirical Literature ◽  
Competitive Advantages ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Impact ◽  
Structured Questionnaire

Purpose Nowadays, innovation appears as one of the main driving forces of organisational success. Despite the above fact, its impact on the propensity of an organisation to develop and sustain a competitive advantage has not yet received sufficient empirical investigation. The purpose of this paper is to enhance the existing empirical literature by focusing on the antecedents of innovation and its impact on competitive advantage. It proposes a newly developed conceptual framework that adopts a three-step approach, highlighting areas that have rarely been simultaneously examined before. Design/methodology/approach The examination of the proposed conceptual framework was performed with the use of a newly developed structured questionnaire that was distributed to a group of Greek manufacturing companies. The questionnaire has been successfully completed by chief executive officers (CEOs) from 189 different companies. CEOs were used as key respondents due to their knowledge and experience. The reliability and the validity of the questionnaire were thoroughly examined. Empirical data were analysed using the structural equation modelling technique. The study is empirical (based on primary data), explanatory (examines cause and effect relationships), deductive (tests research hypotheses) and quantitative (includes the analysis of quantitative data collected with the use of a structured questionnaire). Findings Results indicate that knowledge management, intellectual capital, organisational capabilities and organisational culture have significant direct and indirect effects on innovation, underlining the importance of their simultaneous enhancement. Finally, the positive effect of innovation on the creation of competitive advantages is empirically validated, bridging the gap in the relevant literature and offering avenues for additional future research. Originality/value The causal relationship between innovation and competitive advantage, despite its significant theoretical support, has not been empirically validated. The present paper aspires to bridge this gap, investigating the impact of innovation on the development of competitive advantages. Moreover, the present study adopts a multidimensional approach that has never been explored in the existing innovation literature, making the examination of the proposed conceptual framework an interesting research topic.

Good problem solvers? Leveraging knowledge sharing mechanisms and management support

2019 ◽  
Vol 23 (6) ◽  
pp. 1017-1038 ◽  
Author(s):  
Ambra Galeazzo ◽  
Andrea Furlan
Keyword(s):  
Transformational Leadership ◽  
Problem Solving ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Shop Floor ◽  
Management Support ◽  
Linear Modeling ◽  
Content Type ◽  
Problem Solvers ◽  
Good Problem

Purpose Organizational learning relies on problem-solving as a way to generate new knowledge. Good problem solvers should adopt a problem-solving orientation (PSO) that analyzes the causes of problems to arrive at an effective solution. The purpose of this paper is to investigate this relevant, though underexplored, topic by examining two important antecedents of PSO: knowledge sharing mechanisms and transformational leaders’ support. Design/methodology/approach Hierarchical linear modeling analyses were performed on a sample of 131 workers in 12 plants. A questionnaire was designed to collect data from shop-floor employees. Knowledge sharing was measured using the mechanisms of participative practices and standardized practices. Management support was assessed based on the extent to which supervisors engaged in transformational leadership. Findings Knowledge sharing mechanisms are an antecedent of PSO behavior, but management support measured in terms of transformational leadership is not. However, transformational leadership affects the use of knowledge sharing mechanisms that, in turn, is positively related to PSO behavior. Practical implications The research provides practical guidance for practitioners to understand how to manage knowledge in the workplace to promote employees’ PSO behaviors. Originality/value Though problem-solving activities are intrinsic in any working context, PSO is still very much underrepresented and scarcely understood in knowledge management studies. This study fills this gap by investigating the antecedents of PSO behavior.

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