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Virmani N, Bera S, Kumar R. Identification and testing of barriers to sustainable manufacturing in the automobile industry: a focus on Indian MSMEs. BENCHMARKING-AN INTERNATIONAL JOURNAL 2020. [DOI: 10.1108/bij-08-2020-0413] [Citation(s) in RCA: 14] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of the study is two-fold. First, to find out the different barriers that prevent the implementation of sustainable manufacturing practices in the case of Micro, Small and Medium Enterprises (MSMEs). Second, quantifying the relative intensity of these barriers to understand the importance and dependence power of the observed variables.Design/methodology/approachPrimary data were collected via structured questionnaires from 150 Indian MSMEs working in the automobile industry. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) was performed. Finally, barriers are ranked using graph theory and matrix approach (GTMA), considering the inheritance and interaction among the observed variables.FindingsThere are a total of 22 barriers to “sustainable manufacturing”. EFA and CFA models confirmed four different categories of barriers. In order of importance, they are ranked as – production and operations related; organization related; collaboration related; and government rules and regulations.Practical implicationsThe findings show that there are multiple barriers to sustainable manufacturing. The barriers are categorized into four major categories, and their ranking provides an opportunity for prioritization from both policy and managerial perspectives. The barriers can be overcome through both policy interventions as well as through best practice sharing, benchmarking and organizational-wide initiatives.Originality/valueThe study is among the first studies that provide valuables insights on what are the 22 different barriers to sustainable manufacturing and its relevance to the MSMEs working in the automobile industry. The study would provide further opportunities for similar studies in different sectors.
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Ruales Guzmán BV, Brun A, Castellanos Domínguez OF. Quality management as a determinant factor of productivity. INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT 2019. [DOI: 10.1108/ijppm-07-2018-0251] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of this paper is threefold: first, to analyse the current state of the literature on the relationship between quality management (QM) and productivity as a performance indicator; second, to identify the key constructs of QM practices related to productivity; and, finally, to reveal whether QM can actually be regarded as a determinant of productivity.Design/methodology/approachThis research was carried out through a systematic literature review, considering 150 papers that studied this relationship between 1997 and 2017 and another 37 papers on the internal determinants of productivity.FindingsThe findings revealed that human resource management, top management and process management were the more relevant constructs of QM practices related to productivity. In addition, 89 per cent of the internal determinants of productivity were related to the proposed constructs of QM practices, which suggest that QM is a determinant factor of productivity.Originality/valueThis review analysed the literature on the relationship between QM and productivity, as few studies have done before, generating original, interesting and useful findings that can guide future research and that also represent a useful tool for researchers, practitioners, managers and policy makers.
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Pattanayak D, Koilakuntla M, Punyatoya P. Investigating the influence of TQM, service quality and market orientation on customer satisfaction and loyalty in the Indian banking sector. INTERNATIONAL JOURNAL OF QUALITY & RELIABILITY MANAGEMENT 2017. [DOI: 10.1108/ijqrm-04-2015-0057] [Citation(s) in RCA: 31] [Impact Index Per Article: 4.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the effect of total quality management (TQM) on service quality (SQ), market orientation (MO) and the subsequent effect on customer satisfaction (CS) and customer loyalty (CL). The research also analyses the direct effect of TQM on CS.
Design/methodology/approach
Data were collected from middle managers of retail banking sector in India using survey method. Structural equation modeling is used to analyze the data and to test the hypotheses.
Findings
The results show that TQM is positively associated with SQ, MO and CS. SQ and MO are significantly and positively associated with CS. CS subsequently leads to improved CL.
Practical implications
Enforcing TQM practices in their organizations as a change management tool, banks can achieve a greater degree of MO, improved SQ and higher CS to gain higher CL.
Originality/value
This paper empirically demonstrates that, by proper implementation of TQM in banks, the SQ and MO can be improved. Well implemented quality management practices, better customer service and market-focused attitude of banks will elevate the CS level and improve loyalty of customers toward the banks. With a little study has yet focused on India, the paper offers knowledge to banking professionals for increasing CL by effective implementation of TQM practices.
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Muruganantham G, Vinodh S, Arun CS, Ramesh K. Application of interpretive structural modelling for analysing barriers to total quality management practices implementation in the automotive sector. TOTAL QUALITY MANAGEMENT & BUSINESS EXCELLENCE 2016. [DOI: 10.1080/14783363.2016.1213627] [Citation(s) in RCA: 10] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- G. Muruganantham
- Department of Management Studies, National Institute of Technology, Tiruchirappalli 620 015, Tamil Nadu, India
| | - S. Vinodh
- Department of Production Engineering, National Institute of Technology, Tiruchirappalli 620 015, Tamil Nadu, India
| | - C. S. Arun
- Department of Production Engineering, National Institute of Technology, Tiruchirappalli 620 015, Tamil Nadu, India
| | - K. Ramesh
- Department of Production Engineering, National Institute of Technology, Tiruchirappalli 620 015, Tamil Nadu, India
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Boateng‐Okrah E, Appiah Fening F. TQM implementation: a case of a mining company in Ghana. BENCHMARKING-AN INTERNATIONAL JOURNAL 2012. [DOI: 10.1108/14635771211284305] [Citation(s) in RCA: 17] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Oakland JS, Tanner SJ. The relationship between Business Excellence and Performance – An empirical study using Kanji's Leadership Excellence Model. TOTAL QUALITY MANAGEMENT & BUSINESS EXCELLENCE 2008. [DOI: 10.1080/14783360802159402] [Citation(s) in RCA: 20] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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