Critical linkages between quality management practices and performance from Indian IT enabled service SMEs

Basu, Rana; Bhola, Prabha; Ghosh, Indranil; Dan, Pranab K.

doi:10.1080/14783363.2016.1252259

Cited by 27 publications

(35 citation statements)

References 113 publications

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“…These five constructs accounted for 65.608 percent of explained variance. The factor loading value more than 0.5 is used to retain variables (Table V ) (Kaiser, 1960;Basu and Bhola, 2016). Identified 15 barriers are found to be culminated into five latent constructs (themes).…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

“…A total of 400 questionnaires were sent to 40 different organizations across India via mail, e-mail, and manually (Antony, 2004;Aboelmaged, 2011). Multiple responses were taken from each organization (Ribeiro et al, 2015;Basu and Bhola, 2016) to avoid bias and 78 percent of the respondents were contacted personally. The respondents for this survey were Six Sigma project team members from senior to operational management level working in Indian industries implementing Six Sigma.…”

Section: Methodsmentioning

confidence: 99%

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Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

Ambekar

Hudnurkar

2017

TQM

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Purpose The purpose of this paper is to identify the latent constructs of various barriers affecting Six Sigma implementation in Indian industries. Design/methodology/approach Literature review resulted in 15 frequently reported barriers in Six Sigma implementation. An empirical survey of 168 Six Sigma practitioners including green belts, black belts (BB), and master BB from 40 Indian companies was conducted with the help of a structured questionnaire. The responses were analyzed using exploratory factor analysis which resulted into five constructs. Findings The study proposes five constructs, namely “role of top management,” “cultural change,” “expected attitude,” “availability of resources,” and “level of quality maturity.” The focused approach by organizations to overcome barriers in Six Sigma can be oriented using these constructs. Practical implications Six Sigma implementation needs elimination of barriers in projects. Top management support in planning and resource allocation supplemented by favorable employee attitude in bringing cultural change can develop quality maturity to implement Six Sigma successfully. Originality/value This study fills the gap in the literature by studying critical success factors, critical failure factors, and barriers together. This study is one of its kinds in the Indian context which captures the views of Six Sigma certified professionals from the organizations which are implementing Six Sigma.

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Section: Data Analysis and Resultsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

Ambekar

Hudnurkar

2017

TQM

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“…Unfortunately, the results showed that the relationship of the third sub-hypothesis which states direct effects of customer focus on higher education excellence is not supported at level 0.01 (Path Coefficient =0.076, T=1.002, P=0.318), this result came in line with Basu, Bhola, Ghosh, and Dan (2016) study. this result may be due to lack of clarity of the role of customer in Iraqi universities, the reason for this is limited to identify and how to deal with customers who are not only students, but there are studies indicated to other categories representing the customers in universities such as parents, employee, alumni, and stakeholders.…”

Section: Discussionmentioning

confidence: 57%

The effect of critical success factors of quality management to excellence in Iraqi Universities

Mohammed¹,

Taib²

2019

JBRMR

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The purpose of this paper to measuring the effect of critical success factors to excellence in Iraqi universities. The empirical data was drawn from the head of departments in six Iraqi universities, the number of respondents was 174. The research model was tested by using the partial least square structural equation modeling (PLS-SEM) technique. The findings of the empirical study revealed that critical success factors have a positive effect on excellence. Theoretically, the practices of critical success factors have contributed to understanding the different roles in excellence in Iraqi universities. From another side, this study shows practical implications, where increasing the attention of the factors to help the head of department in Iraqi universities to improve the performance.

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“…Some of the past literature shows that top management’s leadership role and strong dedication considered to be very important while implementing TQM to work toward quality targets (Lee and Asllani, 1997; Rivers and Bae, 1999). The commitment of top management also plays a significant role in supervising training, quality awareness and building quality improvement team (Badri et al , 1995; Lam et al , 2008; Majumdar and Manohar, 2016; Basu et al , 2018; Sawant et al , 2018; Ajayi and Osunsanmi, 2018). Poor training and education is considered as one of the major barriers in the development of quality program (Newall and Dale, 1990; Ljungstrom and Klefsjo, 2002).…”

Section: Resultsmentioning

confidence: 99%

A framework for Crosby’s quality principles using ISM and MICMAC approaches

Agrawal

2019

TQM

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Purpose The purpose of this paper is to examine Philip B. Crosby’s 14 quality principles and analyze the interaction between them. Hitherto no research has been published on the implementation of total quality management (TQM) using Crosby’s 14 principles. To fill this gap, interpretive structural modeling (ISM) and Matrix Impact Cross-Reference Multiplication Applied to a Classification (MICMAC) analysis have been designed to prioritize, sequence and categorize variables to find both the dependence and driving power of these variables. Design/methodology/approach At the initial stage experts from industry as well as from academia were contacted to provide an input for ISM methodology and examine interactions between identified variables. In this approach, interpretations of the interrelationships among variables have been discussed, whereas MICMAC analysis is used to discover dependence and driving power. Findings The results of the investigation revealed that “Management Commitment,” “Quality Improvement Team,” “Quality Awareness,” “Supervisor Training,” “Goal Setting” and “Cost of Quality Evaluation” are strategic requirements; “Corrective Action,” “Zero Defects Day” and “Error Cause Removal” are tactical requirements. “Recognition,” “Quality Measurement,” “Quality Councils” and “Do It Over Again” are operational requirements for TQM applications. Originality/value ISM is used as a part of this research to provide valuable insights into interrelationships among Crosby’s quality principles through a systematic framework. The research opens up a new focus area on the implementation of TQM for services as well as for the manufacturing industry.

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Critical linkages between quality management practices and performance from Indian IT enabled service SMEs

Cited by 27 publications

References 113 publications

Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

The effect of critical success factors of quality management to excellence in Iraqi Universities

A framework for Crosby’s quality principles using ISM and MICMAC approaches

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