scholarly journals Using EB-QFD to achieve competitive advantages for world class manufacturing

2012 ◽  
Vol 2 (6) ◽  
pp. 1947-1956 ◽  
Author(s):  
Rahman Mostofi ◽  
Hassan Farsijani ◽  
Naser Hamidi
Keyword(s):  
Competitive Advantages ◽  
World Class ◽  
World Class Manufacturing

Empirical Analysis of the Relationship between World Class Manufacturing Practises and Enterprise Performance: Comparing Developing Countries with Developed Countries

2012 ◽  
Vol 482-484 ◽  
pp. 21-25
Author(s):  
Ye Zhuang Tian ◽  
Xin Xing Zhang
Keyword(s):  
Developing Countries ◽  
Developed Countries ◽  
Positive Influence ◽  
Enterprise Performance ◽  
Competitive Advantages ◽  
Manufacturing Strategy ◽  
Manufacturing Enterprises ◽  
World Class ◽  
The Relationship ◽  
World Class Manufacturing

The application of World Class Manufacturing(WCM) practises is very important for manufacturing enterprises to improve their performance and achieve competitive advantages. This research use the data of International Manufacturing Strategy Survey(IMSS) in 2009 as samples to reveal the relationship between WCM practises and enterprise performance and to discover the effect of different countries on the above-mentioned relationship, based on hierarchy regression analysis method. The results show that WCM practises is positively related with enterprise performance, besides, the positive influence of SCM on enterprise performance in developing countries is greater than that in developed countries.

scholarly journals Knowledge Management and World Class Manufacturing: an initial approach based on a literature review

2017 ◽  
Vol 22 (2) ◽  
pp. 244-263
Author(s):  
Rafael de Carvalho Mendes ◽  
Max Cirino de Mattos
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Time Frame ◽  
Primary Sources ◽  
Just In Time ◽  
Total Quality ◽  
Ongoing Research ◽  
Current Scenario ◽  
World Class ◽  
World Class Manufacturing

ABSTRACT This paper presents the partial results of an ongoing research on the proposal of a methodology for the integration between Knowledge Management (KM) and World Class Manufacturing (WCM). The initial investigation of theoretical and conceptual nature aimed at developing a comprehensive and current vision on KM, WCM, and how (or "whether") these constructs relate to one another. The primary sources for the literature review were Web of Science, Scopus, Emerald, Ebsco, SciELO and Spell, and the time frame was 2000 to 2016. The analysis of the selected papers showed that, although the initial WCM model evolved into a "new WCM" in the 2000s, the literature is still focused on the broad conceptual aspects and basic methods and tools, such as Total Quality Process, Total Productive Maintenance and Just-in-Time, conceived in the Toyota Production System, which shows the need for more studies focused on the current scenario of companies associated with the "new WCM" and its Methods and Tools. Only one article explicitly addressing the interaction between KM theories with WCM was found in the databases surveyed, thus reinforcing the lack of theoretical approximation of these constructs.

scholarly journals Linking the World Class Manufacturing System Approach with a Waste Management

TEM Journal ◽  
2020 ◽  
pp. 750-755
Author(s):  
Marcela Malindzakova ◽  
Dusan Malindzak
Keyword(s):  
System Approach ◽  
Manufacturing System ◽  
Added Value ◽  
Management Model ◽  
Global Level ◽  
Organizational System ◽  
Manufacturing Operations ◽  
The World ◽  
World Class ◽  
World Class Manufacturing

The paper deals with the implementation of the WCM (World Class Manufacturing) model. By implementing the WCM, it is possible to reduce costs in manufacturing operations by removing elements that does not bring added value, or generate losses, waste or even lead to accidents and errors. WCM as a management model includes its own methods and tools that enable the company to achieve profit and a competitive advantage based on the principle of "producing the highest quality products at low prices". The WCM model is based on four concepts to achieve zero waste, zero accidents, zero failures and zero stocks. A prerequisite for the development of the WCM model is the improvement of the company's organizational system in order to achieve a global level of competitiveness.

scholarly journals BUSINESS INTELLIGENCE AND ITS ROLE IN ORGANIZATIONAL AGILITY

2017 ◽  
Vol 15 (26) ◽  
pp. 239
Author(s):  
Jorge Leonardo González Calderón ◽  
Jairo Jamith Palacios Rozo ◽  
Julio Alberto Perea Sandoval
Keyword(s):  
Business Intelligence ◽  
Positive Relationship ◽  
Competitive Advantages ◽  
Review Of The Literature ◽  
Organizational Agility ◽  
World Class ◽  
The Difference ◽  
The Relationship ◽  
State Of Art ◽  
Agile Enterprises

Business Intelligence (BI)  is one of the business tools on which competitive advantages of various world-class companies are based. Also in the highly competitive and changing global environment, the ability of an organization to detect changes,  make decisions and  to do a fast implementation, is the difference between  grow or disappear; this attribute in an organization  is named Organizational  Agility (AO). In this paper, through the systematic review of the literature, the state of art of both fields (BI and AO) is established and in particular studies examining the relationship between the two. The research about this relation is beginning, and therefore is a field with much to explore.About BI, its evolution is denoted  on the concepts of maturity, technical and analytical technologies.  Referring to organizational  agility, the concept  is reviewed  as such and  factors that promote, with special  emphasis on the factors for the couple of concepts. The conclusion is that a positive relationship is two-way, the AO is favored with BI projects in BI mature companies,  and agile enterprises obtain better results of BI.

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.

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