PurposeThe purpose of this paper is to present a conceptual framework for benchmarking implementation in small medium‐sized enterprises (SMEs) taking into consideration their characteristics.Design/methodology/approachThe paper begins with the review on the definition of SME and a comparison of the characteristics of SMEs and large organizations. It presents the need for a framework and its relationship with benchmarking and TQM. This is followed by reviewing the benchmarking implementation frameworks proposed by researchers and discusses these frameworks based on their strengths and weaknesses from SMEs perspective. The frameworks were categorised into two broad types based on the different writer's background and the approach on how they view the benchmarking implementation process.FindingsThe paper suggested a conceptual framework for benchmarking implementation dedicated to the automotive manufacturing SMEs. This framework guides them through from the start to end of the benchmarking process. The framework was validated at six pilot case study companies, which gave useful comments and suggestions regarding the usefulness and applicability within the SMEs context.Research limitations/implicationsThe conceptual framework is still in the development stage and research is undertaken to include the pilot study companies suggestions and comments into the final version of the framework.Practical implicationsThis guidance and framework provides a useful guide for companies to adopt and adapt before embarking on their benchmarking journey.Originality/valueThis paper fulfils an identified knowledge gap and offers practical help to SMEs starting out a benchmarking implementation effort.
Problem statement:The purpose of this study is to present a benchmarking guideline, conceptual framework and computerized mini program to assists companies achieve better performance in terms of quality, cost, delivery, supply chain and eventually increase their competitiveness in the market. The study begins with literature review on benchmarking definition, barriers and advantages from the implementation and the study of benchmarking framework. Approach: Thirty respondents were involved in the case study. They comprise of industrial practitioners, which had assessed usability and practicability of the guideline, conceptual framework and computerized mini program. Results: A guideline and template were proposed to simplify the adoption of benchmarking techniques. A conceptual framework was proposed by integrating the Deming's PDCA and Six Sigma DMAIC theory. It was provided a step-by-step method to simplify the implementation and to optimize the benchmarking results. A computerized mini program was suggested to assist the users in adopting the technique as part of improvement project. As the result from the assessment test, the respondents found that the implementation method provided an idea for company to initiate benchmarking implementation and it guides them to achieve the desired goal as set in a benchmarking project. Conclusion: The result obtained and discussed in this study can be applied in implementing benchmarking in a more systematic way for ensuring its success.
Purpose-This paper aims to review the methods used by an automotive manufacturer in enhancing the supply chain management (SCM) system through a set up termed product and vendor development (PVD) programme. PVD was developed to eliminate problems faced due to late delivery and poor quality of supplies and availability of supplies at the lowest possible costs. Design/methodology/approach-The paper explores the step-by-step methodologies that have been employed by the PVD. Findings-Results overtime show that the PVD has improved the SCM system especially in the areas of quality and delivery services, other services and cutting costs that manufacturers had to face due to problems that arose in the shortcomings of the supply services. Research limitations/implications-The PVD has managed to promote the localization programme and has also been able to establish qualified vendors through the structured vendor performance evaluation. Practical implications-Findings also establish that the PVD team is the key to success for development of the PVD programme. Originality/value-The paper presents an original discussion about viewing PVD programme from a successful automotive manufacturer. The structured PVD programme helps the team better understand the product development process involving supplier selection and supplier performance measure.
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