A conceptual model for achieving business excellence in Indian manufacturing industry

Paranitharan, K.P.; Babu, T. Ramesh; Pandi, A. Pal; Rajesh, R.

doi:10.1504/ijenm.2016.080458

Cited by 7 publications

(5 citation statements)

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“…With respect to business objectives the customers and bottom line improvements criteria must be taken into consideration (Snee, 2010). With the focus on customer needs, organizations should also concentrate to those matters which make the business sustainable (Paranitharan et al , 2016). The customer perspective will deal with the financial satisfaction of shareholders and sustainability of the business.…”

Section: Methodology and Framework Developmentmentioning

confidence: 99%

“…Today, many Indian organizations pursue the conventional manufacturing practices and strategies. They have not yet realized the value of adopting LSS strategies (Antony and Desai, 2009; Paranitharan et al , 2016). For those organizations deciding to follow such practices, the question is that what should be done to turn a traditional manufacturing system to an LSS system?…”

Section: Introductionmentioning

confidence: 99%

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Benchmarking the Lean Six Sigma performance measures: a balanced score card approach

Raval

Kant

Shankar

2019

BIJ

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Purpose The purpose of this paper is to develop the balance score card (BSC) approach based Lean Six Sigma (LSS) performance measurement system and investigate the critical measures currently practiced by Indian manufacturing organizations. Design/methodology/approach This study offers insights of LSS performance measurement from manufacturing industry. Initially, the BSC-based framework is developed to recognize the adoption of LSS performance measures. Then, the framework is applied to nine Indian manufacturing organizations to assess the LSS performance measure practice. Findings The BSC-based framework of LSS performance evaluation for manufacturing industry is formulated. Then, adoption of these LSS performance measures is investigated with nine Indian manufacturing organizations. The result indicates significant variability in terms of practicing level of LSS measures. However, the majority of organizations are more sensitive to the customer perspectives. Practical implications This study reveals a background as to why the performance measurement is required for the success of LSS and for providing practical guidelines for designing performance metrics. The framework interrelates and captures various LSS perspectives and indicator measures, and furnishes a comprehensive outlook of the organization for strategic analysis. This study provides BSC-based template for performing the benchmarking study. This analysis may serve as a reference point for manufacturing organization to determine their system weaknesses, and assist them to concentrate on their most vital and suitable criteria and objectives. However, the analysis contributes to the knowledge on LSS performance measurement system and catches differences in theory and practice, paving the approach to newer research. Originality/value This study renders an industry-oriented LSS performance measurement practical approach and suggests the easily adopted vital performance measures for different manufacturing organizations.

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Section: Methodology and Framework Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Benchmarking the Lean Six Sigma performance measures: a balanced score card approach

Raval

Kant

Shankar

2019

BIJ

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“…This new framework is quite different from the existing integrated frameworks: LSS and innovation; QM and IM; TQM and TPM; JIT and TQM; JIT, TQM and TPM; JIT, TQM and SCM; Lean and Six Sigma; Six-Sigma and TQM; combination of LSS and Six Sigma-TQM; JIT, TQM and LSS; TPM, TPS and TQM; JIT, TQM, TPM and SCM recommended by existing literatures, for example, see the frameworks suggested by Lopes et al (2022), Sisay et al (2021), Tilahun et al (2020), Dametew et al (2017, 2020), Sahoo and Yadav (2020), Phan et al (2019), Masudin and Kamara (2018), Hailu et al (2018a), Tesfaye and Kitaw (2017), Getachew et al (2017), Khamkham (2017), Nandurkar et al (2014), Paranitharan and Babu (2014), Anh and Matsui (2007), Cua et al (2001), Sriparavastu and Gupta (1997), Flynn et al (1995), Vuppalapati et al (1995).…”

Section: The Proposed Integrated Kaizen Philosophy Framework and Impl...mentioning

confidence: 99%

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Berhe

Gebremichael

Beyene

2023

IJQRM

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PurposeExisting conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.Design/methodology/approachThe study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.FindingsThe research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M2 free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.Research limitations/implicationsAll data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.Practical implicationsThis work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.Originality/valueSo far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.

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“…Furthermore, most of the existing research on business excellence focuses on firms from developed economies. Researchers have conducted limited empirical studies in emerging markets (Paranitharan et al , 2016; Tickle et al , 2016). The business excellence initiatives differ between companies in developed and developing markets (Haffer and Kristensen, 2008).…”

Section: Background Theory and Hypotheses Developmentmentioning

confidence: 99%

Explaining business excellence in Chinese firms: how does institutional relatedness matter?

Yan

Wang

et al. 2020

CMS

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Purpose It is widely accepted that business excellence comes from firm-specific factors. However, it is still unclear how institutional relatedness – the degree of embeddedness with the dominant institutions that confer resources and legitimacy, influences the business excellence of the firm. The purpose of this study is to explore the influence of three kinds of institutional relatedness, i.e. home government ties, initial public offerings (IPOs) and alliances with foreign firms, on the business excellence of Chinese firms. Design/methodology/approach This study uses a sample of firms enlisted on the “Most Respected Companies” rank in China during the period 2002–2015 and their paired firms who are absent from the list, by means of ordinary least square regression estimator, to explore the relationship between institutional relatedness and business excellence. Findings The empirical results suggest that IPOs and alliances with foreign firms significantly strengthen firms’ business excellence. Furthermore, home government ties have positive effects on outbound IPOs and alliances with foreign firms but hinder business excellence. Originality/value This study extends the business excellence literature by characterizing institutional rather than firm-specific factors from an institution-based view. It also enriches research on outcomes of institutional relatedness through investigating empirically its impact on business excellence. The findings provide new insights into the dual role of home government ties in achieving business excellence.

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A conceptual model for achieving business excellence in Indian manufacturing industry

Cited by 7 publications

References 0 publications

Benchmarking the Lean Six Sigma performance measures: a balanced score card approach

Benchmarking the Lean Six Sigma performance measures: a balanced score card approach

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Explaining business excellence in Chinese firms: how does institutional relatedness matter?

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