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.
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