Enhancing Production Performance and Customer Performance Through Total Quality Management (TQM): Strategies For Competitive Advantage

Agus, Arawati; Hassan, Za’faran

doi:10.1016/j.sbspro.2011.09.019

Cited by 87 publications

(64 citation statements)

References 17 publications

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“…Regarding economic aspect, there are empirical studies investigating the linkage between quality management practices and financial performance [23,28,32,49], organizational performance [50], and business performance [24]. Some studied examined QM and antecedent of economic performance such as operational performance [12,28,38,39,[51][52][53][54], production performance [34], and quality performance [22,23,26,33,55,56]. Regarding environmental performance, some studies found the contribution of quality management system to environmental performance [4,[57][58][59][60].…”

Section: Research On Quality Management and Sustainability Performancementioning

confidence: 99%

“…Regarding social performance, several empirical works examined the relationship of QM practices and some stakeholder-benefit aspects such as customer support and service [63], customer related performance [34], customer satisfaction [21,24,25,27,59,64,65], and employee performance [21,28,29,35,64,65]. These studies mainly considered employee-and customer-related performance, rather than community-related performance.…”

Section: Research On Quality Management and Sustainability Performancementioning

confidence: 99%

“…After that, numerous studies have defined and measured quality management practices, and analyzed their implementation in enterprises in both developed countries, such as Japan [22], the US [23][24][25], Hong Kong [14], Australia [26,27], Spain [28][29][30], and Singapore [31]; and developing countries, such as China [14,24,32], South Korea and Taiwan [33], Malaysia [34], Turkey [35,36], Thailand [37], Mexico [25], Ghana [38], Tunisia [39], and Vietnam [6,40,41].…”

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Contribution of Quality Management Practices to Sustainability Performance of Vietnamese Firms

2018

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This study seeks to investigate the relationship between quality management practices and sustainability performance as well as the moderating effects from quality management implementation timeline, type of industry, and firm size on this relationship. Data were collected from enterprises in Vietnam from July 2016 to March 2017. Based on a sample of 144 valid responses, empirical results indicate that quality management practices have mixed impacts on economic performance and environmental performance, while show positive impact on social performance. The results found four quality management practices that have significantly positive impact on sustainability performance: top management support for quality management, design for quality, quality data and reporting, and continuous improvement. These practices could be considered as critical quality management factors that significantly contribute to sustainability goals. Furthermore, the study found significant moderating effects of three contextual factors on the relationship between quality management practices and sustainability performance. The study enriches the literature on quality management and sustainability management, and offers some important insights into efficient allocation of resources to achieve sustainability goals.

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Section: Research On Quality Management and Sustainability Performancementioning

confidence: 99%

Section: Research On Quality Management and Sustainability Performancementioning

confidence: 99%

mentioning

confidence: 99%

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Contribution of Quality Management Practices to Sustainability Performance of Vietnamese Firms

2018

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“…There are several perspectives that attempt to address the issue of best practice in terms of customer satisfaction strategies. Noteworthy ones include inter alia; the SWOT analysis (Horn and Pesonen, 2014), Resource-Based View (RBV) (Nath, Nachiappan and Ramanathan, 2010;Wong and Karia, 2010), Outsourcing (Mukherjee Gaur and Datta, 2013; Schwarz, 2014), Materials Management (Lindahl, Robert, Ny andBroman, 2014) and Total Quality Management (TQM) (Agus and Hassan, 2011;Todorut, 2012;Bon and Mustafa, 2013). A notable aspect though, is that none of these strategies addresses the relationship between strategic SCM practices and product quality, product variety and flexibility as business strategies that could enhance customer satisfaction.…”

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confidence: 99%

Supply Chain Management and Customer Satisfaction in Small to Medium Enterprises

Omoruyi

Mafini

2016

Studia Universitatis Babe-Bolyai Oeconomica

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Abstract:To circumvent the possibility of business failure, small to medium enterprises in emerging economies face mounting pressure to increase the satisfaction of their customers. The adoption of supply chain management practices is critical to the provision of quality products and services as well as the satisfaction of customers by small to medium enterprises. This paper investigated the relationship between customer satisfaction, supply chain management practices and three input factors; namely, product quality, flexibility and product variety in small to medium enterprises. The study adopted a quantitative approach in which a four section questionnaire was distributed to 131 managers in small to medium enterprises based in Gauteng Province, South Africa. Hypotheses were tested using regression analysis. The results of the study revealed that product quality and flexibility predicted supply chain management practices. Supply chain management practices were also statistically significant, and mediated the relationship between customer satisfaction and product quality and flexibility. Based on these results, conclusions were drawn and appropriate recommendations were made. JEL Classification: L1Keywords: Product quality, flexibility, product variety, supply chain management practices, customer satisfaction IntroductionThat small and medium enterprises (SMEs) are renowned drivers of economic growth in emerging economies such as South Africa is a long-established fact. SMEs are well known for their contributions to the development and survival as well as revenue generators to any economy (Rosenbusch, Brinckmann and Bausch, 2011). Even so, government, institutions, practitioners, as well as researchers have extensively commended and acknowledged the importance of SMEs as contributors to economic growth in terms of poverty alleviation (Sui, Lin, Fang and Lui, 2006) (Bhutta, Rana and Asad, 2008), and innovators of new product and services as well as technological advancement (Shin and Lee, 2013). However, it has been observed that the survival and the continued existence of SMEs strongly depends on their ability to fully integrate supply chain management (SCM) practices in a strategic manner in order to provide quality products and services, and to provide product varieties that satisfy the dynamic needs of modern-day customers (Kim, Cavusgil and Cavusgil, 2013;Sharifl et al., 2013).Customer satisfaction is the key to SME business growth and continued existence (Chow, 2014;Sun and Kim, 2013). It has been identified as the key indicator that differentiates between high or successful business performance and a low or unsuccessful business performance within the business environment in present-day South Africa (Sharifl et al., 2013). In other words, when a customer is satisfied, there is a strong possibility that the customer might become loyal, which results in the improvement of organisational performance (Terpstra and Verbeeten, 2014). A chain of customers is established through word of mouth as a result of custom...

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“…Agus and Hassan (2011) points, in terms of the action of competitive strategy, when there isn't customer demand, manufacturing system functional objectives are the key factors for the success of manufacturing system which balance planning skills and executive ability of competitive strategy. When enterprise strategy and manufacturing system are integrated in the interactive process, there will be close contact between each other, which can promote prospective and customer demand satisfied actions.…”

Section: Customer Demand and Competitive Strategymentioning

confidence: 99%

Effect of customer demand and competitive strategy on decision-making of manufacturing system functional objectives

Zhang

2013

JIEM

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Abstract:Purpose: To ascertain the relationship between the operation system function goal decision making and customer demand and competition strategy, can better discover and integrate all available resources (including important capital resources) to achieve business opportunities, the establishment of sustainable competitive ability. Because, to achieve business development lead policymakers take great uncertainty, which led to the investment behavior required for the operational activities of resources also bear the enormous risks.Design/methodology/approach: Through principal component analysis on the data collected by questionnaires, the manuscript obtains dominant factors for customer demand, competitive strategy and manufacturing system functional objectives respectively. By these factors, it tests its three hypotheses with the data from northeast of China and draws some conclusions. Findings:The results show that customer demand have a significant positive effect on competitive strategy; competitive strategy have positive influence on manufacturing system functional objectives; customer demand affect the functional objectives, by competitive strategy. Research limitations/implications:In this research, competitive strategy and manufacturing system functional objectives are influenced by customer demand. The conclusion of the research can -1238-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.802 provide theoretical guidance for Chinese enterprises which carry out manufacturing system functional objectives. Originality/value:In this research, a new measure questionnaire of competition strategy, customer satisfaction and operating system function goal was used, analyzed the influence factors of time, quality, cost, efficiency, service and environment, on the operation of the system. The study shows that the effect of competition strategy and customer demand has a direct impact on the operating system functions, customer demand through competitive strategy of indirect effects operating system functions.

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Enhancing Production Performance and Customer Performance Through Total Quality Management (TQM): Strategies For Competitive Advantage

Cited by 87 publications

References 17 publications

Contribution of Quality Management Practices to Sustainability Performance of Vietnamese Firms

Contribution of Quality Management Practices to Sustainability Performance of Vietnamese Firms

Supply Chain Management and Customer Satisfaction in Small to Medium Enterprises

Effect of customer demand and competitive strategy on decision-making of manufacturing system functional objectives

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