Impact of quality management practices on change readiness due to new quality implementations

Abstract

Purpose Implementing new quality initiatives in organizations is challenging, as it requires managers and employees to adjust to new processes, methodologies and even mindsets. The purpose of this study is to investigate the relationship between quality management (QM) practices and readiness for change due to implementing new quality initiatives such as lean, six sigma and to determine which dimensions of QM are more important to change efficacy and change commitment. Design/methodology/approach The issues are examined in this study through the analysis of survey data obtained from US textile and apparel industry managers by using factor analysis, stepwise regression to construct path model and structural equation modeling. Findings This study identifies change readiness measures which are specific for quality implementations and establishes two constructs, namely, change commitment and change efficacy. The results indicate that as good Employee Relations increase, the level of organizational change commitment increases. If employees are engaged and empowered to provide excellent quality, then it is more likely that they will be committed to change due to implementing future quality initiatives. Moreover, a direct relationship between Customer Relationship Management and change efficacy is found. Companies with a strong customer orientation are more able to implement the quality initiatives that matter to their markets. Originality/value This study is unique in investigating the empirical relationship between QM practices and the dimensions of readiness for change due to implementing new quality initiatives via data from various organizations. This study empirically contributes to the QM literature with change readiness antecedents in quality implementation setting.

Lean Readiness Factors and Organizational Readiness for Change in Manufacturing Smes: The Role of Organizational Culture

“…Lack of an effective framework to assess lean readiness level or preconditions and organizational readiness for change of manufacturing SMEs still exist which create a huge gap in research on lean (Pearce, 2019; Psomas & Antony, 2019; Uluskan et al, 2018). This brings about the absence of proper model for evaluation and assessment of organisational readiness for change prior implementing quality initiatives like lean manufacturing within manufacturing SMEs and have resulted in numerous deployment failure and unsuccessful lean implementation.…”

“…Further, lack of quantitative research on lean manufacturing of previous studies has created a missing link in the field as most focus, on qualitative studies, case studies and conceptual paper (Pearce, 2019;Uluskan et al, 2018). Most of the studies that give emphasis to qualitative methods include (Achanga, Shehab, Roy, & Nelder, 2006) Also, studies by (Belhadi, Bin, Sha, Touriki, & Fezazi, 2018; Danese et al, 2018; Gupta & Jain, 2013) adopted literature reviews/ conceptual method.…”

“…It is asserted that one of major reasons behind lean implementation, failure in manufacturing SMEs is the absence of methodology and planning (Sieckmann, Ngoc, Helm, & Kohl, 2018). Hence, lack of proper assessment and evaluation of readiness to change to lean prior implementation in manufacturing SMEs have resulted in unsuccessful deployment and transformation which create a lot of setbacks for many manufacturing SMEs (Al-Najem, Dhakal, Labib, & Bennett, 2013; Uluskan, McCreery, & Rothenberg, 2018). Extant literature now cites some huge "failure rates" of Lean initiatives (Al-Balushi et al, 2014; Garza-Reyes, Arturo, Wong, Lim, & Kumar, 2016).…”

“…It is reported by (Ringen & Holtskog, 2013) between 60% and 70% of all quality improvement initiatives fail to realise their expected target. This is as a result of absence of proper analyses of organisational readiness for change both individual employees and management team in order to ascertain their willingness and readiness to embrace lean manufacturing, which created a huge gap in lean research that needs to be addressed properly (Psomas & Antony, 2019;Uluskan et al, 2018).…”

“…It is suggested that at the pre-lean implementation stage, manufacturing SMEs need to assess their readiness factors to see if they have the basic foundation and readiness needed to deploy and implement lean (Moya, Galvez, Muller, Camargo, & Moya, 2019; Shokri, Waring, & Nabhani, 2016). These readiness factors include; process management, planning and control, leadership, commitment, employee involvement, supplier relation and customer relation (Al-Najem et al, 2013; Uluskan et al, 2018). Also, it is suggested further by other scholars' that such readiness factors or pre-lean conditions should be related to organisational readiness for change so as to ascertain their relationships to see whether they have not just the basic foundation, but also, the willingness and readiness to accept the change that comes with lean manufacturing deployment in their businesses (Pearce, 2019;Tenji & Foley, 2019).…”