The Measures of Performance for World Class Manufacturing Practices: A Critical Review

2015 ◽  
Vol 761 ◽  
pp. 545-549 ◽  
Author(s):  
Lukman Sukarma ◽  
Hafizah Azmi
Keyword(s):  
Performance Indicators ◽  
Critical Review ◽  
Critical Analysis ◽  
Business Performance ◽  
Company Performance ◽  
Manufacturing Performance ◽  
World Class ◽  
A Company ◽  
Measures Of Performance ◽  
World Class Manufacturing

As a continuation of the previous paper by the same authors, this article presents a critical analysis on how companies practicing world class manufacturing (WCM) have to modify their ways of measuring performance in their efforts to attain manufacturing excellence. In doing so, implications of implementing WCM methods in measuring company performance are elaborated. While business performance depicts a company's ability to satisfy customers' needs, hence customers mostly perceive their measurement; manufacturing performances can be used as yardsticks to assess the effectiveness of its resources to satisfy the customer. This paper proposes 15 manufacturing performance as key performance indicators for a company pursuing WCM.

Enhancing Firm Competitiveness through Concurrent Implementation of TQM, JIT and TPM

2014 ◽  
Vol 660 ◽  
pp. 976-982
Author(s):  
Lukman Sukarma
Keyword(s):  
Empirical Evidence ◽  
Research Methodology ◽  
Company Performance ◽  
Insufficient Evidence ◽  
Target Setting ◽  
Performance Targets ◽  
World Class ◽  
The Impact ◽  
Simultaneous Implementation ◽  
World Class Manufacturing

As a continuation of the previous paper by the author for this conference, this article provides empirical evidence for the impact of concurrent implementation of TQM, JIT and TPM in enhancing company performance, and hence its competitiveness. In doing this, ingredients of World Class Manufacturing company performance are reviewed, hypotheses and research methodology are developed, and data are analysed to verify the hypotheses. It is confirmed that plants implementing TQM, JIT and TPM concurrently outperform those, which implement only one or two of the methods, and there is no difference in performance among plants using either one or two of the methods. Further investigation on the causes of difference in performance reveals that, in addition to simultaneous implementation of the three methods, the establishment of performance targets leads to better performance. However, there is insufficient evidence to claim that involving employees in target setting has an effect on performance.

The Impact of World Class Manufacturing Practices on Company Performance: A Critical Review

2014 ◽  
Vol 564 ◽  
pp. 727-732 ◽  
Author(s):  
Lukman Sukarma ◽  
Hafizah Azmi ◽  
Nurlisa Loke Abdullah
Keyword(s):  
Manufacturing Sector ◽  
Superior Performance ◽  
Company Performance ◽  
Manufacturing Companies ◽  
Bottom Line ◽  
Quality Cost ◽  
The Status ◽  
World Class ◽  
The Impact ◽  
World Class Manufacturing

This paper provides a critical analysis on the impact of world-class manufacturing practices on company performances in the manufacturing sector based on a survey conducted on various manufacturing companies in Malaysia. The result gathered was used to developatheoretical framework that will be used to investigate whether the quality, cost, delivery and flexibility may affect the performance of bottom line in these manufacturing companies.The theoretical framework is also formed based on a comprehensive review of existing manufacturing management literature to propose the “World Class Manufacturing (WCM) Framework" to achieve manufacturing excellence.It is a combination of these three approaches which offers complementary outputs, which form the basis for pursuing superior performance in manufacturing.This paper presents the WCM Framework and addresses the possible synergy of concurrent application of TQM, JIT and TPM. A discussion of the various practices used in the Framework provides not only guidance on how to implement the Framework, but also an instrument to measure the status of its implementation. It is expected that the concurrent application of TQM, JIT and TPM, via their accompanying practices, may bring about significant improvements in quality, cost, delivery and flexibility.

The Critical Role of TQM, JIT, and TPM in the Revisiting World Class Manufacturing and Manufacturing Excellence

2014 ◽  
Vol 660 ◽  
pp. 959-965 ◽  
Author(s):  
Lukman Sukarma
Keyword(s):  
Performance Improvement ◽  
Production System ◽  
Critical Role ◽  
Company Performance ◽  
Integrated Production ◽  
Comprehensive Survey ◽  
World Class ◽  
The Impact ◽  
World Class Manufacturing

Based on a comprehensive survey of existing manufacturing literature, the importance of the integrated production system in achieving manufacturing excellence is elaborated. In doing so, world-class manufacturing and manufacturing excellence are revisited. Four models of WCM and three concepts of ME are reviewed. Each element, which is considered to constitute WCM, is also discussed in detail. The impact of TQM, JIT, and TPM, individually and concurrently on company performance is exhaustively reviewed. Previous models of the integrated models are also compared. The existence of synergy in the application of TQM and JIT leading to additional performance improvement is also demonstrated. But the incorporation of TPM in the integrated production system has never been empirically investigated. Subsequent papers based on this study will present empirical evidence for the effectiveness of the integrated model.

Previous Studies and Differences Between Lean Management and World Class Manufacturing

2019 ◽  
Vol 18 (06) ◽  
pp. 1941-1966
Author(s):  
Fabio De Felice ◽  
Laura Petrillo ◽  
Luigi Ranieri ◽  
Antonella Petrillo
Keyword(s):  
Lean Manufacturing ◽  
Methodological Approach ◽  
Quantitative Relationship ◽  
Fuzzy Cognitive Maps ◽  
Company Performance ◽  
Lean Management ◽  
Analytic Hierarchy ◽  
Individual Factor ◽  
World Class ◽  
World Class Manufacturing

The main objective of this study is to determine the relationship between Lean Management (LM) and World Class Manufacturing (WCM) practices of aeronautical company in Italy. The methodology should help managers to select those principles and tools of Lean Manufacturing and WCM that are expected to be effective in their company. The research aims to integrate the two models and to achieve a global manufacturing performance in order to maximize the company performance. To this end, a methodological approach, based on Fuzzy Cognitive Maps (FCMs) and the Analytic Hierarchy Process (AHP), is proposed to quantitatively evaluate relationships between LM and WCM. The proposed model allows to identify key factors of Lean and WCM practices and to measure the quantitative relationship between these strategies. The final output is a dynamic analysis designed to identify how relations change with each individual factor.

scholarly journals Effect of Customer Satisfaction on Company Performance

2015 ◽  
Vol 63 (3) ◽  
pp. 1013-1021 ◽  
Author(s):  
Petr Suchánek ◽  
Maria Králová
Keyword(s):  
Customer Satisfaction ◽  
Business Performance ◽  
Company Performance ◽  
Factors Affecting ◽  
Product Comparison ◽  
Specific Factors ◽  
The Subject ◽  
The One ◽  
Competitive Products ◽  
A Company

The subject of this article is customer satisfaction and its impact on company performance through satisfaction with its products, including a comparison with the competition. Research was conducted in search of factors which affect customer satisfaction on the one hand and the performance of the company on the other hand. We constructed a model explaining what specific factors (affecting customer satisfaction) have an impact on the performance of a company. This model can help management to better run the business and achieve higher performance. The article is based on research that focused on companies in the food industry in Czech Republic and on their customers. First, we found the financial performance of surveyed companies (based on indicators ROA, ROE and assets turnover) and on this basis they have been divided on companies efficient and inefficient. Furthermore factors were identified (based on previous research of authors) that have an impact on customer satisfaction (among these factors include product quality, customer requirements for product, comparison with competitive products, etc.). With the use of non-parametric statistical methods, logistic regression and discriminant analysis was analyzed, what factors affecting customer satisfaction also affect business performance.

scholarly journals Business Performance in the Context of Corporate Culture

2016 ◽  
Vol 24 (37) ◽  
pp. 33-38
Author(s):  
Petra Haršányová ◽  
Jaromíra Vaňová ◽  
Miloš Čambál
Keyword(s):  
Corporate Culture ◽  
Business Performance ◽  
Company Performance ◽  
A Company

Abstract Corporate culture is defined as a set of ideas, attitudes, values and behaviour patterns, which are generally accepted and preferred in a company. Company performance is the company’s ability to achieve the best results through an evaluation of its assumptions. The article is focused on identifying factors in corporate culture, which changes can increase working satisfaction of employees through targeted shaping of corporate culture, which is ultimately reflected in the performance of the company as a whole.

scholarly journals Competence development and performance among Swedish micro firms

2014 ◽  
Vol 38 (3) ◽  
pp. 162-179 ◽  
Author(s):  
Darush Yazdanfar ◽  
Saeid Abbasian ◽  
Carina Hellgren
Keyword(s):  
Training Program ◽  
Business Performance ◽  
Competence Development ◽  
Seemingly Unrelated Regression ◽  
Company Performance ◽  
Business Training ◽  
Content Type ◽  
Performance Variables ◽  
The Relationship ◽  
A Company

Purpose – This study examines the association between performance and competence development among Swedish micro firms, measured as number of hours per person a company allocates annually to competence development. Design/methodology/approach – A panel dataset consisting of around 395 firms will be analyzed using seemingly unrelated regression-model (SUR-model) for relationships between the hours allocated to competence development and various proxies for business performance, and the relationship between attending a business training program and various proxies for business performance. Findings – The empirical results are mixed showing a positive association between owners' attendance on a business training program and company performance merely with regard to four performance variables: better job satisfaction within a company, increased number of employees, organizational improvements and increased exports. However, the findings provide no evidence to suggest that there is a link between competence development and other performance variables. Practical implications – The present study provides a better understanding of the relationship between company performance and competence development. An investment in entrepreneur training and education could ensure the improvement of the performance of micro firms. This implication is especially relevant to firms in such industries as the service sectors, which are highly competitive. Originality/value – This study is based on a unique sample including many relevant variables, compared to previous researches. To the authors' best knowledge, this study is the one of the first empirical investigations focusing on this issue in the Swedish context.

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