Examining the integration of continuous improvement and strategic planning in select pharmaceutical companies in India: a case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Harjit Kaur ◽  
Sanjay Kaushik
Keyword(s):  
Quality Management ◽  
Pharmaceutical Industry ◽  
Strategic Planning ◽  
Strategic Management ◽  
Continuous Improvement ◽  
Shop Floor ◽  
Pharmaceutical Companies ◽  
Total Quality ◽  
Content Type ◽  
Online Mode

PurposeThe objective of the study is to examine the extent to which pharmaceutical companies in India rely on traditional planning approaches rather than the new learning approach to strategic planning. In addition to that, the study also seeks to examine the perceived ability of the pharmaceutical companies in India to integrate continuous improvement goals and product quality into the overall strategic planning and success in implementing total quality management (TQM) programs examined through three particular continuous improvement mindsets.Design/methodology/approachThe study collected data from select pharmaceutical companies in India through survey technique using a standardized questionnaire through online mode. A descriptive statistical analysis is performed to examine the extent of integration of strategic planning and continuous improvement in the select pharmaceutical companies in India.FindingsThe results of the study indicate that pharmaceutical companies in India still rely greatly on traditional planning methods for strategic planning. However, a shift is also observed toward adoption of best practice management and modern strategic management techniques. The study also demonstrates that continuous improvement goals and strategies are included into the corporate strategic planning.Research limitations/implicationsThe study employs only descriptive statistics, and no hypotheses are generated in the study because the objective is not to generalize the findings. The process of formulating quality goals and integrating them with strategy is typical to any company. Therefore, the findings cannot be generalized. The findings of the study do not given any insights into the strategic quality management process due to online mode of data collection. Also, the focus on the study is on the internal management of quality in an organization and factors in the external environment or in the value chain outside the firm, influencing strategic management of quality are beyond the scope of present study.Practical implicationsConsidering the significance of quality of products, an understanding of the link between quality and strategic goals helps the managers in pharmaceutical industry to align the strategic planning goals with quality goals ensuring that the entire organization moves in same strategic direction.Originality/valueThe strong focus quality in pharmaceutical industry in India has given impetus to development of well-managed quality programs on the shop-floor to remain competitive and survive in the highly competitive global markets. However, no such study is conducted so far to understand the extent to which continuous improvement or TQM practices are integrated into strategic planning in the pharmaceutical companies in India.

Benchmarking of TQM practices in the Jordanian pharmaceutical industry (a comparative study)

2018 ◽  
Vol 25 (9) ◽  
pp. 4058-4083 ◽  
Author(s):  
Maysoon Mohammed Yaseen ◽  
Rateb J. Sweis ◽  
Ayman Bahjat Abdallah ◽  
Bader Yousef Obeidat ◽  
Nadia J. Sweis
Keyword(s):  
Quality Management ◽  
Comparative Studies ◽  
Pharmaceutical Manufacturing ◽  
Current Status ◽  
Pharmaceutical Companies ◽  
Manufacturing Companies ◽  
Total Quality ◽  
Critical Factors ◽  
Content Type ◽  
Manufacturing Company

Purpose The purpose of this paper is to establish practical guidelines for benchmarking eight total quality management (TQM) practices vital to pharmaceutical companies’ performance. The paper also proposes the use of an analytic total quality index (TQI) as a benchmarking tool and illustrates the importance and effectiveness of this benchmarking methodology by applying it in two comparative studies of three Jordanian pharmaceutical companies. Design/methodology/approach In order to achieve the above-mentioned purpose, the data were gathered through a questionnaire that was used to evaluate the gap between the ideal and current status of the quality management system and distributed to the quality units from three companies: pharmaceutical manufacturing company, a pharmaceutical manufacturing company working in the same field and a pharmaceutical service providing research services to a pharmaceutical manufacturing companies. And the mean differences between the current and ideal states for the eight critical TQM practices were compared for these two comparative studies using the t-test. Findings Each of the two comparisons reveals statistically significant differences regarding the perceptions of actual and ideal scores for manufacturing and service companies on five out of eight critical factors and, on two out of eight critical factors for manufacturing and manufacturing companies. Practical implications The pharmaceutical companies, regardless of whether they are manufacturing or service company, can adopt benchmarking techniques which were applied in this case study to improve their performance and their product/service quality. Originality/value The consequences of this research can support organization managers and policy makers in effectively benchmarking the identified TQM practices in their organizations using the proposed TQI benchmarking tool.

Total productive maintenance, total quality management and operational performance

2016 ◽  
Vol 22 (4) ◽  
pp. 353-377 ◽  
Author(s):  
Sachin Modgil ◽  
Sanjay Sharma
Keyword(s):  
Quality Management ◽  
Pharmaceutical Industry ◽  
Total Quality Management ◽  
Product Innovation ◽  
Operational Performance ◽  
Quality Data ◽  
Total Quality ◽  
Total Productive Maintenance ◽  
Content Type ◽  
Plant Level

Purpose The purpose of this paper is to investigate the impact of total productive maintenance (TPM) and total quality management (TQM) practices on operational performance and their inter-relationship. Design/methodology/approach The present study includes three main constructs, namely, TPM, TQM and operational performance of pharmaceutical industry. Under TPM, four constructs, namely, disciplined maintenance, information tracking, housekeeping and operator involvement has been considered with the help of literature. In TQM, four constructs, namely, quality data and reporting, product innovation, research and development (R&D) management and technology management has been considered. Out of 410 Indian pharmaceutical plants contacted for survey, 254 responses have been used in the study for analysis. The factor analysis, path model and structural equation modeling has been used to analyze the proposed framework. The results for alternate models has been studied, interpreted and reported. Finally the direct and indirect effect of TPM and TQM on operational performance has been tested and checked for proving and disproving the hypotheses. Findings TPM practices have a significant impact on plant-level operational performance. When TPM and TQM practices are coming together to achieve operational performance, then TPM is having strong influence on operational performance. TQM is having significant support from TPM to achieve operational performance. TPM impact TQM and TQM in turn helps to achieve operational performance. TPM practices impact significantly R&D, product innovation and technology management, whereas quality data and reporting is the least contributor toward TQM. This may help industry to understand implications of implementation of TPM and TQM to achieve plant-level operational performance. TPM will help to reduce the cost of quality in terms of reduced scrap and less defective products. Practical implications The present study provides the useful insights to practicing managers. In literature it has been mentioned that TQM helps in TPM implementation. In practice TPM plays a great role to achieve quality in processes and therefore in products. In turn quality products, with reduced work in process inventory, less defective products and reduced scrap helps to achieve the operational performance at plant level. TPM practices will help the organization to improve the pace of product innovation and improvement in productivity, which is critical to pharmaceutical industry. The continuous monitoring of TPM practices can help organizations to run day to day operations and maintenance requirement of each machine over a specified period of time. Originality/value The present study diagnoses the inter-dimensional linkage between TPM, TQM and operational performance. The pharmaceutical industry is complex system of advance equipment’s and processes. After human resources, the health of machines/equipment’s describe the strength of an organization. The machines require the regular maintenance to produce the products with desired specifications. The specifications in medicines and very tight, which can be achieved only if machines/testing equipment’s are updated and maintained regularly. The TPM practices will helps the plants to achieve the operational performance by having quality in processes.

An analysis of total quality management (TQM) practices in Zambian secondary schools

2015 ◽  
Vol 27 (6) ◽  
pp. 716-731 ◽  
Author(s):  
Joyce Nawelwa ◽  
Chanda Sichinsambwe ◽  
Bupe Getrude Mwanza
Keyword(s):  
Quality Management ◽  
Secondary School ◽  
Secondary Schools ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Confidence Level ◽  
Secondary School Teachers ◽  
Total Quality ◽  
School Teachers ◽  
Content Type

Purpose – Total quality management (TQM) is a management approach that was established to seek sources of continuous motion of improvement to provide quality products and services to customers or clients. TQM promotes organizational effectiveness through promoting stakeholder satisfaction, pursuing continuous improvement and fostering proactive leadership. The purpose of this paper is to explore TQM practices in secondary schools. The researchers set objectives which were to identify the TQM principles being practiced in secondary schools, the extent to which these principles are practiced and finally to determine the factors that affect the practice of these principles. The paper includes findings from an exploratory study of TQM practices in Zambian secondary schools. Design/methodology/approach – The research employed a purposive and simple random sampling in order to collect data from 120 secondary school teachers from a total of 1,740 secondary school teachers in Lusaka district drawn from ten secondary schools which were stratified into five zones, namely, Lusaka Central, Chilenje, Mumuni, Chibolya and Chunga zones. Questionnaires and structured scheduled interviews were used to collect data for the research. The research was also anchored on the theoretical and conceptual framework where hypotheses were formed and tested. Findings – The research formed hypotheses based on the seven principles of TQM and this was also verified through the analysis of questionnaires and structured interviews conducted. From the analysis and interpretation of the results, the following was found. Teamwork principle was found to be practiced although most respondents did not know the extent to which it was been practiced. Continuous improvement and training are also principles which were explored and found to be practiced. For continuous improvement, most of the respondents indicated this to have been achieved through carrying out monthly tests and end of term examinations to measure the excellence in-service delivery, as for the training principle; this has been interwoven with the policy of the ministry in programmes aimed at training in-service teachers and anticipated teachers. For the commitment principle, there was commitment from management with a view to working together for pupil satisfaction. For the quality principle, it was found that, at 95 per cent confidence level the mission statement, the motto and the vision of the school depicted quality-related activities. The research also established that at 95 per cent confidence level, teachers were empowered to take direct action whenever action is likely to affect quality. Practical implications – First, the value of this research was to inform management on the need to employ strategies aimed at sensitization programmes before, during and after the programme has come to an end. Second, to promote work attitudes that should promote quality management in education for continuous improvement in pupil performance. Third, for TQM to create a platform among head teachers, teachers, pupils, parents and other stakeholders to work to everyone’s ultimate advantage. Originality/value – This research is original work as it has never been done before in Lusaka district.

scholarly journals Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry

2020 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Syed Waqar Ahmed ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Quality Management ◽  
Strategic Planning ◽  
Total Quality Management ◽  
Performance Appraisal ◽  
Continuous Improvement ◽  
Banking Industry ◽  
Competitive Advantages ◽  
Total Quality ◽  
Cost Leadership ◽  
Hrm Practices

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in banking industry of Pakistan. HRM practices included Recruitment & Selection, Training & Development, Performance Appraisal, and Compensation & Reward. TQM practices consist of Leadership, Continuous Improvement, Customer Satisfaction, Employee Empowerment, and Strategic Planning. And lastly, competitive advantages is represented by Cost Leadership, and Differentiation. We applied (Obeidat, Yousef, Tawalbeh, & Masa'deh, 2018) model to banking sector of Pakistan. An Adopted questionnaire was designed and distributed over a sample of 300 employees. The research hypotheses were tested by using structured equation modeling. The result shows that Compensation & Reward positively and significantly affect all TQM practices as well as cost leadership. Similarly, Performance Appraisal also produce a significant positive impact on Strategic Planning, and Leadership dimensions of TQM, Hoverer, negatively affect cost leadership. Recruitment & Selection positively affect cost leadership. Strategic planning an importance factor, significantly affect both competitive advantage factors. Interestingly, Training & Development have a significant but negative effect on TQM factors namely Continuous Improvement, Leadership, and Strategic Planning. The findings imply that in banking industry, the effect on HRM factors on TQM is not equal, some are even negative, hence should be used diligently with the prospective of both TQM and competitive advantages.

Facilitating SMEs' profitability through total quality management: the roles of risk management, digitalization, stakeholder management and system deployment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kari Lepistö ◽  
Minna Saunila ◽  
Juhani Ukko
Keyword(s):  
Risk Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Small And Medium Enterprises ◽  
Stakeholder Management ◽  
Total Quality ◽  
Content Type ◽  
Medium Enterprises ◽  
The Impact

PurposeThis study investigates the effect of total quality management (TQM) on small and medium enterprises (SMEs) ' profitability by examining whether the new TQM dimensions of risk management, digitalization, stakeholder management and system deployment, facilitate the impact of traditional TQM dimensions on profitability.Design/methodology/approachA structured survey of 271 Finnish SMEs divided into industry companies and service companies was used.FindingsRisk management facilitates the relation between continuous improvement and company profitability. Digitalization does not facilitate the relation between TQM dimensions and company profitability. Stakeholder management facilitates the relation between management/leadership and company profitability, customer focus and company profitability and continuous improvement and company profitability. System deployment does not facilitate the relation between TQM dimensions and company profitability.Originality/valueMost prior studies are based on the traditional TQM classification. The TQM dimensions of this study are more comprehensive than previous studies and take into account the latest trends in business development. The findings of this study differ from most previous studies and provide a source of reflection for SME management on how TQM should be implemented so that it affects the company's profitability.

Investigating the impact of hard total quality management practices on operational performance in manufacturing organizations

2018 ◽  
Vol 25 (7) ◽  
pp. 2040-2064 ◽  
Author(s):  
Rawan Ali Saleh ◽  
Rateb J. Sweis ◽  
Firas Izzat Mahmoud Saleh
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Continuous Improvement ◽  
Manufacturing Sector ◽  
Operational Performance ◽  
Total Quality ◽  
Content Type ◽  
Manufacturing Organizations ◽  
Performance Dimensions ◽  
The Impact

PurposeThe purpose of this paper is to investigate the impact of hard total quality management (TQM) practices on operational performance dimensions in manufacturing organizations.Design/methodology/approachThe study was designed in the Jordanian manufacturing sector. Organizations that are familiar with hard TQM practices specifically that had already implemented ISO 9001 certificate were randomly surveyed through structured questionnaire, yielded a sample of 40 responding organizations. Principal component factor analysis was used to analyze hard TQM practices implementation and organizations operational performance dimensions. As a result, specific hard TQM practices and operational performance dimensions were extracted. The hard TQM practices that significantly influence operational performance dimensions were tested using simple and multiple linear regression analysis.FindingsThe research findings showed that hard TQM practices in manufacturing sector include; continuous improvement, statistical process control (SPC), process management and quality tools and techniques. Meanwhile, operational performance dimensions include; quality and inventory management performance. Also, the findings showed that continuous improvement and SPC practices play a major role in obtaining the desired results of operational performance.Research limitations/implicationsThree limitations can be identified in this research, using subjective measures of TQM practices and operational performance, low response rate and using a sample of organizations from various industries. This paper can help Jordanian manufacturing organizations to foster proper practices and make the right decisions related to operational performance.Originality/valueThis study describes a reliable hard TQM model that can be used by manufacturing organizations to improve their operational performance. Also, the results of this study contribute to prior literature and recommend some best practices for manufacturing organizations.

Impact of total quality management factors on knowledge creation in the organizations of Bangladesh

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bikash Barua
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Continuous Improvement ◽  
Knowledge Creation ◽  
Employee Training ◽  
Total Quality ◽  
Content Type ◽  
Creation Process ◽  
Knowledge Conversion

PurposeTotal quality management (TQM) and knowledge management (KM) are two similar and complementary management philosophies synergistic combinations that can form a cycle of improvement and development. This paper aims to investigate the impact of TQM factors on knowledge creation in the organizations of Bangladesh.Design/methodology/approachA list of TQM factors was identified through reviewing the relevant literature. Knowledge creation was analyzed through the framework proposed by Nonaka and Takeuchi (1995). Data were collected through a self-administered questionnaire survey among 450 top and mid-level managers of the organizations. A quantitative research approach, namely, structural equation modeling (SEM) was used in the study. The data were analyzed in SmartPLS 3.FindingsFrom the study, it is found that a positive and significant relationship exists between leadership, employee empowerment, benchmarking, customer focus and information technology with the knowledge creation process and four knowledge conversion modes. In contrast, a negative and significant relationship has been found between employee training and continuous improvement with the knowledge creation process and three knowledge conversion modes.Research limitations/implicationsPrevious researches in Bangladesh empirically validated the effect of TQM on organizational performance, competitive advantage, financial performance, market performance and productivity. But, no such study was undertaken to empirically validate the effect of TQM on knowledge creation process for organizations of Bangladesh. Here, the study has a unique contribution. The empirical support for the hypotheses to explain and predict the contribution of the TQM in promoting knowledge creation.Practical implicationsThe findings highlight the role of leadership practices. Organizational leadership needs to focus more on following issues: gathering required knowledge from the superior sources; transforming prevailing knowledge into a meaningful format to perform activities in better and innovative ways; employing opinions from experiences; facilitating mechanism for employees to update their knowledge; creating a virtual network; implementing customer relationship management system and providing tools and technologies to employees for performing KM activities more efficiently. On the other hand, negative effect of employee training and continuous improvement on knowledge creation sheds light on understanding the reasons for this kind of relationship and formulating effective strategies to resolve problems inside the organizations. In this regard, employees need to be well equipped through regular and appropriate training. Also, employees need to use problem-solving approach to identify problems inside the organizational system thereby availing opportunities for continuous improvement.Originality/valueThis study was conducted to identify factors that enable knowledge creation in organizations from developing countries like Bangladesh. TQM has been adopted in many organizations. But, its effect was mostly measured to determine its impact on improving organizational performance or competitiveness or identifying its critical success factors of implementation. Hence, this study sheds light on identifying the effect of TQM from a new perspective.

Critical success factors for total quality management implementation and implications for sustainable academic libraries

2020 ◽  
Vol 41 (6/7) ◽  
pp. 545-563
Author(s):  
Edward Asante ◽  
Patrick Ngulube
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Academic Libraries ◽  
Critical Success Factors ◽  
Success Factors ◽  
Total Quality ◽  
University Libraries ◽  
Content Type ◽  
Critical Success ◽  
Technical University

PurposeThe purpose of this study is to investigate the critical success factors for total quality management implementation and implications for sustainable academic libraries in Ghana. This study is part of a PhD project that focussed on selected technical university libraries in Ghana.Design/methodology/approachThis study adopted a quantitative approach to collect the data. Samples of 124 participants were involved in this study. PLS-SEM (Smart PLS3) software was used to analyse the data. Convergent, discriminant validity assessment was computed. Eight variables of critical success factors were tested in relation to total quality management implementation at selected academic libraries in Ghana.FindingsThis study established that out of the eight variables tested, six of them (i.e. top management commitment, employee innovation employee training, organisational culture, teamwork and effective communication, quality performance) indicated a significant positive relationship with total quality management implementation apart from strategic planning and human resource management.Research limitations/implicationsThis study was limited to eight variables as the critical success factors mentioned in the previous paragraph. The use of one methodology might be a limitation as the use of multimethod might have given a more comprehensive picture than the case. This study was limited to only technical university libraries in Ghana hence caution must be exercised when applying the results to contextually different academic environments. The results are applicable to academic universities library in Ghana and beyond if they are adjusted to suit the context.Practical implicationsThis study is timely as it may lead to effective total quality management implementation and the sustainability of technical university libraries in Ghana and Africa in general.Originality/valueThe proposed model can be used to enhance the smooth implementation of total quality management in academic libraries in general and Ghana in particular. The framework is termed as Eddie and Pat's Achievement of Quality Performance (EPAfQP) model.

scholarly journals Strategic account management as a value co-creation selling model in the pharmaceutical industry

2017 ◽  
Vol 32 (2) ◽  
pp. 310-325 ◽  
Author(s):  
Francois Pilon ◽  
Elias Hadjielias
Keyword(s):  
Pharmaceutical Industry ◽  
Pharmaceutical Company ◽  
Value Added ◽  
Pharmaceutical Companies ◽  
Design Data ◽  
Content Type ◽  
Qualitative Research Design ◽  
Account Management ◽  
A Value ◽  
Key Accounts

Purpose This study aims to explore the dynamics enabling strategic account management (SAM) to function as a value co-creation selling model in the pharmaceutical industry. Design/methodology/approach Using an inductive qualitative research design, data are collected within 11 industry customers in Canada. This work focuses on hospitals as strategic accounts of pharmaceutical companies, exploring SAM value co-creation in the “hospital-pharmaceutical company” relationship. Findings The findings suggest the presence of two key dimensions that can enable a value co-creation SAM model in the hospital-pharmaceutical relationship: “customer-tailored value-added initiatives” and “relationship enhancers”. Customer-tailored value-added initiatives explain the activities that are central to the hospital-pharmaceutical company relationship and can lead to the provision of value added that is unique to the hospital. Relationship enhancers explain the activities that can help strengthen hospital-pharmaceutical company relations in the pursuit of enhanced value-added interactions between the two parties. The research demonstrates a cyclical relationship between “customer-tailored value-added initiatives” and “relationship enhancers”, leading to value co-creation through a SAM model. Practical implications The study informs pharmaceutical industry practitioners on how to improve their value proposition through new, more sustainable selling practices. It offers information on implementing a value co-creation SAM model, which can enable pharmaceutical companies to sustain long-lasting value-added relationships with key accounts such as hospitals. Originality/value The study contributes to the field of SAM by conceptualizing SAM as a value co-creation system. It introduces new knowledge in pharmaceutical marketing by offering empirical insight on the applicability and use of SAM in the hospital-pharmaceutical company dyad.

From IMS and six sigma toward TQM: an empirical study from Serbia

2015 ◽  
Vol 27 (3) ◽  
pp. 341-355 ◽  
Author(s):  
Vidosav Majstorovic ◽  
Tatjana V. Sibalija
Keyword(s):  
Quality Management ◽  
Six Sigma ◽  
Management Practice ◽  
Current Status ◽  
Quality Engineering ◽  
Manufacturing Companies ◽  
Total Quality ◽  
Content Type ◽  
Dmaic Method ◽  
Comprehensive Study

Purpose – The purpose of this paper is to present the current status of a quality management practice in Serbia, in terms of the development and application of integrated managements systems (IMS), and research and implementation of Six Sigma and the related techniques. Design/methodology/approach – Two main aspects of total quality management (TQM) have been considered: institutional (organisational or strategic) aspect that corresponds to standardised management systems and their integration, and technical (quality engineering) aspect whose main contributor is Six Sigma. The findings of a comprehensive study on IMS implementation in Serbia have been presented, based on the results of a questionnaire that was sent to 54 organisations during 2013. Also, the significant technical improvements and tangible benefits of a recently conducted Six Sigma project were shown, including the application of the advanced quality engineering techniques within DMAIC method. Findings – Good QM practice in Serbia is improving, both in terms of the organisational (IMS) and technical (Six Sigma) aspect, that server as a good basis for the adoption of TQM in manufacturing companies from various sectors. It could be anticipated that these results will facilitate the adoption of an overall TQM culture in Serbia and leverage its future sustainability. Originality/value – This paper offers key insights into IMS and Six Sigma implementation in Serbia. This could encourage manufacturing organisations in developing countries to adopt IMS and Six Sigma, in order to boost the overall TQM culture and gain a competitive advantage.

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