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.

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.

Lean production practices and bundles: a comparative analysis

2018 ◽  
Vol 9 (3) ◽  
pp. 374-398 ◽  
Author(s):  
Saumyaranjan Sahoo ◽  
Sudhir Yadav
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Performance ◽  
Management Practices ◽  
Lean Production ◽  
Business Strategies ◽  
Total Quality ◽  
Total Productive Maintenance ◽  
Content Type ◽  
Lean Practices

PurposeTotal productive maintenance and total quality management are two lean manufacturing initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate the effects of standalone lean practices and lean bundles on manufacturing business performance.Design/methodology/approachA quantitative approach was used. The survey data were drawn from 160 manufacturing organizations in India. The respondent companies were grouped on the basis of the duration of lean production in operation and then classified based on the profile of their operations strategy. The approach, based on comparative assessment between standalone lean practices and lean bundles, has been directed toward justification of lean bundles for its support to competitive manufacturing in the context of the Indian manufacturing sector.FindingsThe paper establishes the long-term effects of lean bundles in significantly improving manufacturing business performance as compared to standalone lean practices. Further findings of the study revealed the significance of the duration of lean production in operation in achieving higher levels of manufacturing business performance.Research limitations/implicationsThe study is cross-sectional in nature. It would be interesting to test the analytical framework adopted for this study for more industries and in different countries. The use of subjective measures in survey questionnaire is also another limitation of the study.Practical implicationsThis study offers clear implications for practitioners, proving that they should give higher emphasis on the implementation of lean bundles using total productive maintenance and total quality management practices together, to prioritize their product, production and business strategies, to achieve sustainable competitive advantage.Originality/valueThis paper empirically examines and evaluates the effect of lean practices and bundles in the context of medium- and large-sized manufacturing industries in India. Besides, there are very few studies that comparatively assess the differences in performance contribution of various lean operational strategies considering duration of implementation of lean. Also, the theoretical contribution of the study establishes the essence of integrating total productive management and total quality management for attaining world class manufacturing is of high value.

The Role of Total Quality Management Practices on Quality Performance

2018 ◽  
pp. 996-1027
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Total Quality ◽  
Quality Performance ◽  
Business Environments ◽  
Top Management Commitment ◽  
Supplier Quality Management

This chapter introduces the role of Total Quality Management (TQM) practices, thus explaining the introduction of Quality Management (QM) systems, the significance of TQM, the concept of TQM practices, the utilization of QM practices, and the relationship between TQM practices and quality performance. In addition, 17 TQM practices associated with quality performance (i.e., top management commitment, customer focus, training and education, continuous improvement and innovation, supplier quality management, employee involvement, information and analysis, process management, quality systems, benchmarking, quality culture, Human Resource Management [HRM], strategic planning, employee encouragement, teamwork, communication, and product and service design) are explained. This chapter serves as a valuable guideline for both researchers and practitioners to review their TQM programs in order to improve quality performance. Understanding the role of TQM practices on quality performance will significantly enhance the organizational performance and achieve business goals in the global business environments.

The Role of Total Quality Management Practices on Quality Performance

2015 ◽  
pp. 1-31 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Total Quality ◽  
Quality Performance ◽  
Business Environments ◽  
Top Management Commitment ◽  
Supplier Quality Management

This chapter introduces the role of Total Quality Management (TQM) practices, thus explaining the introduction of Quality Management (QM) systems, the significance of TQM, the concept of TQM practices, the utilization of QM practices, and the relationship between TQM practices and quality performance. In addition, 17 TQM practices associated with quality performance (i.e., top management commitment, customer focus, training and education, continuous improvement and innovation, supplier quality management, employee involvement, information and analysis, process management, quality systems, benchmarking, quality culture, Human Resource Management [HRM], strategic planning, employee encouragement, teamwork, communication, and product and service design) are explained. This chapter serves as a valuable guideline for both researchers and practitioners to review their TQM programs in order to improve quality performance. Understanding the role of TQM practices on quality performance will significantly enhance the organizational performance and achieve business goals in the global business environments.

scholarly journals Total quality management practices in Indonesian local SME: Understanding the employees Role

2019 ◽  
Vol 10 (2) ◽  
pp. 129-136
Author(s):  
Safitri Lamsah ◽  
Zakky Zamrudi
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Employee Performance ◽  
Total Quality ◽  
Total Respondent ◽  
Two Factors ◽  
Medium Enterprises

Abstract Understanding the schemes of Small and Medium Enterprises (SME’s) managerial capability is becoming important aspects today. Implementing proper strategies and internal policy may create a significant change in SME’s performance. Total Quality Management (TQM) has been being a one of specific measurement on organizational performance. This research was proposed to understand the factor that can affect the TQM’s performance in SME’s by identifying the two factors that can change it. Based on the recent studies, the developed model was employed PLSSEM to analyze the data by total respondent 95 respondent consist of owner and manager. The sample was taken in the area of Sasirangan SME’s in Banjarmasin, Kalimantan Selatan province, Indonesia. Sasirangan is a local fabric developed by its ancestor. The population of Sasirangan SME’s was huge in amount. The results of these studies indicate that both motivation and employee performance can increase the TQM in the SME’s which one of them has a more significant effect. The complete description of finding in this research will be discussed in this research.

scholarly journals The Role of TQM Practice in Improving Business Performance’s Pharmaceutical Industry in Indonesia

2022 ◽  
Vol 21 (3) ◽  
pp. 303
Author(s):  
Yuli Fitriyani ◽  
Aziz Y ◽  
Rivani R ◽  
Kaltum U ◽  
Sihotang J
Keyword(s):  
Quality Management ◽  
Pharmaceutical Industry ◽  
Total Quality Management ◽  
Structural Equation ◽  
Business Performance ◽  
Quality Management System ◽  
Equation Modeling ◽  
Total Quality ◽  
Leadership Management

The primary purpose of this study is to investigate the role of Total Quality Management (TQM) on business performance in various dimensions. This study proposes a conceptual model that intends to study several research hypotheses. The data were obtained through an online questionnaire, sent to pharmaceutical companies manufactured generic products in Indonesia. The study was conducted based on responses received from 168 valid questionnaires, and it was used partial least squares structural equation modeling (PLS-SEM) to test the hypotheses. Furthermore, we use both of reflective and formative construct with second order/higher order construct in our model of study which is rarely found in the previous study. This research analyzed the dimensions studied in different aspects. TQM variable consists of seven practice, namely management commitment, supplier quality, employee involvement, leadership management, customer orientation, continuous improvement and quality management system, and with respect to business performance, this variable was analyzed through four different perspectives, namely, financial, customer, internal business process and learning & growth. The findings indicate that companies adopt total quality management get improvement in their business performance. Leadership management has greater effect on the successful of TQM practice compared to other TQM dimensions. This study also provides a particular contribution for the companies and expect to be used as feedback related to the execution of their TQM implementation to improve their business performance. Keywords— Balanced Scorecard; Business Performance; Pharmaceutical Industry; Total Quality Management

Total Quality Management Practices in Multinational Corporations

2017 ◽  
pp. 805-823
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Multinational Corporations ◽  
Management Practices ◽  
Total Quality ◽  
Quality Management Practices ◽  
Supplier Quality Management ◽  
Service Training ◽  
Dynamic Quality

This chapter introduces the practices of Total Quality Management (TQM) in multinational corporations, thus explaining the history, overview, concept, and the various components of TQM. TQM practices and organizational culture, TQM practices and organizational performance (in terms of quality data and reporting, supplier quality management, product and service design, and process management), and the practical application of total quality management in service and manufacturing sectors are discussed. This calls for a change on the part of organization stakeholders to adopt these new practices through an effective in-service training for managers and staff to adequately put these principles into practice and by adopting an effective utilization of human resources to initialize and maintain the attempts to create a dynamic quality system. The chapter argues that applying total quality management practices in multinational corporations will significantly enhance organizational performance and achieve business goals in the global business environment.

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