Investigating the role of CSF’s for successful implementation of quality management practices in MSMEs

Kharub, Manjeet; Sharma, Rajiv Kumar

doi:10.1007/s13198-015-0394-y

Cited by 26 publications

(31 citation statements)

References 82 publications

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“…What appears interesting is that, from 2013 to 2015 (2016 cannot be evaluated because this analysis only considers papers published before September 7, 2016), all three of these CSFs were considered in a relative large number of papers. Over this same time, new CSFs were identified, such as "quality awards," "long vision" (Kharub and Sharma, 2015), and "stakeholder involvement" (Shrivastava and Gorantiwar, 2014).…”

Section: Tqm Critical Success Factorsmentioning

confidence: 99%

A systematic literature review on total quality management critical success factors and the identification of new avenues of research

Aquilani

Silvestri

Ruggieri

et al. 2017

TQM

208

204

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Purpose The purpose of this paper is to present a systematic literature review to identify new avenues of research in line with the ongoing changes in quality and management required to firms, especially regarding customers. Design/methodology/approach This study uses a systematic review of the literature contained in the three databases Ebsco, JSTOR, and Springerlink and on the search engine Google Scholar. Findings An analysis of the literature identifies three different clusters of papers: “identification” papers, which show that customer focus has gained importance in recent times; “implementation” papers, which highlight that a general or shared model or scale to successfully implement total quality management (TQM) does not yet exist; and “impact-on-performance” papers, which show that few studies have considered the relationship between TQM and the issues of both marketing and performance, underlining the most significant gap in the TQM literature. Research limitations/implications This study is limited by the small number of databases and search engines used and by the restricted number of keywords used in searching these sources. Practical implications This work highlights a gap in the existing research and thus an incomplete consideration of the interplay between management, marketing, and quality issues, all centered on customers and other stakeholders. Researchers and firms are thus advised to adopt a wider view that considers the role of the quality process to support the firm’s engagement of customers in activities that enhance both the customer role and customer satisfaction. Originality/value This study uses a systematic literature review to review all critical factors of TQM and identifies new research avenues and different approaches to implementing TQM, focusing on the central role that customers play in achieving firm success.

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Section: Tqm Critical Success Factorsmentioning

confidence: 99%

A systematic literature review on total quality management critical success factors and the identification of new avenues of research

Aquilani

Silvestri

Ruggieri

et al. 2017

TQM

208

204

View full text Add to dashboard Cite

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“…Researchers have diverse opinions about the stakeholders' role in project management. Some of the authors consider it as one of the CSFs [57][58][59], however, others regard it as key determinants for CSFs affecting project success [60][61][62][63][64][65][66]. This study is also an effort to identify the stakeholders' satisfaction in the REPs.…”

Section: Critical Success Factors Stakeholders' Satisfaction and Prmentioning

confidence: 99%

“…For instance, while considering the value co-creation approach, employees are obviously at the very essential of the whole perception, which entitles to be "employee first, customer second" [ [60] , p. 207]. However, particularly in the last decade, all "stakeholders' satisfaction" has been identified as crucial to co-create value in the long term [60,61].…”

Section: Critical Success Factors Stakeholders' Satisfaction and Prmentioning

confidence: 99%

Stakeholders’ satisfaction as a key determinant of critical success factors in renewable energy projects

2020

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Renewable energy projects (REPs) are critical to providing a clean and sustainable environmental perspective alongside the economic prosperity of any country. Unfortunately, recent trends in renewable energy projects (REPs) are not positive enough regarding their successful completion within the budgeted cost, planned time, proposed quality, and other necessary constraints. Although the pertinent literature has discussed the critical success factors (CSFs) for such projects, their influencing mechanism with respect to the role of key stakeholders is still overlooked. This study recognizes several critical success factors (CSFs) and their influencing mechanisms onto renewable energy projects (REPs) in order to evaluate direct influences onto project success as well as indirect influences through stakeholders' satisfaction (SS) as mediation on the project success of small and medium-sized renewable energy projects (REPs) in Pakistan's energy sector. A sample of about 272 respondents working with renewable energy projects (REPs), including key stakeholders, has been collected to perform data analysis and draw inferences. A structural equation modeling (SEM) approach was used for data analysis and inference drawing. The results show that though there is a positive and direct association between critical success factors (CSFs) and project success, a partial mediating role of stakeholders' satisfaction (SS) between CSFs and project success was still determined. Hence, it was found that CSFs significantly contribute to renewable energy projects (REPs) through mediating influences of stakeholders' satisfaction (SS). The findings confirmed that stakeholders' satisfaction (SS) is a key determinant for critical success factors (CSFs) in renewable energy projects (REPs). Moreover, stakeholders' satisfaction (SS) emerged to be a crucial element for the completion of such projects. The empirical findings of this study might have a useful effect on academicians and the practitioners engaged with renewable energy projects (REPs).

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“…Quality circles. Kharub and Sharma (2015) consider strategic quality planning, supplier quality, process monitoring and control and strategic QM as key activities to implement QM. Vardhan et al (2015) introduced QM in a food enterprise manufacturing potato chips, reduced the customer complaints to zero, the manufacturing defects by 83% and production costs by 46%.…”

Section: Total Productive Maintenance (Tpm)mentioning

confidence: 99%

Implementing total productive maintenance in a manufacturing small or medium-sized enterprise

Xiang

Feng

2021

JIEM

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Purpose: This paper develops a ‘light’ total productive maintenance (TPM) model suitable for small and medium-sized enterprises (SMEs). By design, the system is rudimentary, using a relatively small sum of capital investment and resources. The model recommends TPM implementation in three stages, namely plan, improve, and sustain.Design/methodology/approach: The literature review provides the inputs to the model development. Action research is used to demonstrate and verify the effectiveness and practicability of the framework, in an SME manufacturing hydraulic parts in China. Overall Equipment Effectiveness (OEE) and awareness of employees were studied before and after the implementation. Findings: The case study shows a significantly improved production efficiency of the equipment. The framework structuralizes TPM deployment and binding different levels of the organization into the program, from planning, implementation to sustaining the practices. To break the barrier of shop-floor resistance, the leader must drive many activities unassisted, it, therefore, necessitates an open endorsement of authority by the steering committee composed of top management. The Prudent pilot run of TPM helped to accelerate the implementation at critical equipment, in addition to cultivating experience and hence confidence among staff.Research limitations/implications: This study provides a pragmatic reference to other researchers and practitioners to promote a light TPM model in SMEs, without losing the essence of TPM. Being action research with the case study in a specific manufacturing industry, the resultant evidence, therefore, is anecdotal.Originality/value: The model adopts a phased method to implement TPM, without aggravating the financial and human resource burden of the enterprise. It promotes the cultivation of employees’ TPM awareness and active involvement, which can lay a solid foundation for the wide implementation of TPM in SMEs.

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Investigating the role of CSF’s for successful implementation of quality management practices in MSMEs

Cited by 26 publications

References 82 publications

A systematic literature review on total quality management critical success factors and the identification of new avenues of research

A systematic literature review on total quality management critical success factors and the identification of new avenues of research

Stakeholders’ satisfaction as a key determinant of critical success factors in renewable energy projects

Implementing total productive maintenance in a manufacturing small or medium-sized enterprise

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