Total quality management (TQM) has been acclaimed as an organizational philosophy to enhance global competitiveness. Will TQM continue to be a management philosophy of the future in same shape, size, and design? This paper, through literature search and using field experts, identifies the future role of TQM in businesses facing global markets.

There are a limited number of papen dealing primarily with the implementation aspect of JIT. While the literature shows almost general agreement on the critical elements of JIT implementation, few empirical studies exist to support the poposed elements. The purpose of this study is to identify the elements of JIT implementation that are required to ensure successful implementation. A number of implementation elements were identified and subsequently grouped into a hierarchical structure consisting of four broader elements. Criteria were selected as measures of the level of implementation success. Analysis revealed that only a few of the identified elements were indeed required for successful JIT implementation.

This paper argues that solely depending on short-term financial performance indicators to justify the benefits of JIT implementation is very misleading and could harm a company's future long-term survival. The empirical study presented in this paper investigated the effect of (JIT) implementation on the use of operation performance measures. Furthermore, the effect of the JIT implementation and the use of the operating performance measures on firms' financial/growth performance, as perceived by the managers, was examined. These effects were measured using path analysis to show direct and indirect effects of JIT practices on the other two variables. Analyses indicate that, although correlations do exist between JIT practices and managerial perceptions of a firm's financial performance, the relationships are mostly the result of spurious effects. Direct and indirect effects realized from the JIT practices on financial/growth performance are almost non-existent.

Purpose -Aims to examine the role of total quality management (TQM) towards enhancing customer satisfaction. Design/methodology/approach -Using meta-analysis, existing research studies on TQM and customer satisfaction were quantified, summarized, and tested for moderators to clarify TQM impact. Findings -It is found that TQM substantially increases customer satisfaction across diverse industrial and cultural settings. Originality/value -This research broadens the scope of TQM applicability across varied industrial and cultural settings to achieve higher customer focus, increased customer satisfaction, and stresses the need for more meta-analytic studies on the subject.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.A comparative analysis and review of JIT 39Additionally, JIT and the role of culture in successful JIT implementation is discussed. A brief discussion of the background information on JIT implementation follows. Just-in-timeOne of the major problems in the literature is the lack of consensus concerning the interpretation and meaning of JIT implementation. The term has often been used quite loosely. The interpretation and meanings of JIT has varied based on the author's background and the different collection of features. The meaning of JIT ranges from an emphasis on inventory reduction and elimination of waste, to a new vocabulary of "pull" versus "push" systems. Additionally, some will call JIT "common sense" (something we already know) and in the same breath say that JIT is a "complicated philosophy" which goes beyond work organization, and a full understanding requires a knowledge of the mystique of Japanese culture[3]. The one major consensus among researchers and practitioners is that the implementation of JIT is a "good thing" as exemplified by Japan's success. The major cause of confusion seems to be the broad nature of the meaning and interpretation of JIT implementation in the literature. The majority of the researchers who have addressed JIT implementation state that it will eliminate the waste from all aspects of business, people involvement, improve quality in all areas, continuous improvement throughout the business, and maintenance in all things. Role of culture in JIT implementationJapanese culture is one which imbues the individual always to strive to achieve a goal which is within reach but requires a great deal of discipline and development of a higher level of commitment to achieve.Many researchers argue that culture is the most critical element to the successful JIT implementation by Japanese[4-6]. These researchers have classified Japanese culture issues into two broad categories: worker related and management related. Japanese workers are totally committed to their work and the company. They are loyal, co-operative, flexible and willing to work long hours when needed. Japanese management is characterized by life-time employment, approaching decision making from the...

The just-in-time management philosophy has traditionally been considered applicable only to large manufacturing firms. An examination of over 100 manufacturing firms, large and small, reveals that JIT is just as applicable to small firms as to large. Almost all elements traditionally implemented in house or regarding vendors are equally adaptable to both size firms. The use of outside consultants seems more prevalent in large firms. Small manufacturing firms actually managed greater percentage lot-size reductions from suppliers, greater reductions in inventory, and increased inventory turns.

Many articles have appeared which detail the improvements appearing in manufacturing firms subsequent to JIT implementation. Some firms have attributed the complete financial turnaround of their company to the philosophy. However, this assumes that no other variables contributed to the improvements made. Presents the results of a survey of American manufacturing firms which have implemented JIT. In addition to merely presenting the benefits accrued, an effort is made to correlate these benefits with actual improvements in ROI, total costs and service level. Shows JIT as contributing significantly to the financial status of manufacturing firms.