Quality management in the manufacturing industry: Practice vs performance

Ismail, Maimunah; Baradie, Mohie El; Hashmi, M.S.J.

doi:10.1016/s0360-8352(98)00148-x

Cited by 22 publications

(10 citation statements)

References 2 publications

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“…Several other empirical researches have also supported the proposition that high quality has a positive relationship with firm performance (Flynn et al, 1997;Heras, 2006;Sharma, 2006, Sila, 2007Chung et al, 2008). Whereas these empirical studies devoted to quality improvement focused on manufacturing firms, service sector or a combination of manufacturing and service firms, only a few studies have analyzed quality improvement practice in Electrical and Electronics (E&E) firms (Ismail et al, 1998;Agus, 2001;Eng Eng and Yusof, 2003). Moreover, the quality process and performance among the E&E firms in Malaysia is still below the level expected to generate the required economic national growth in realizing to be a high tech industrial nation by 2020 (Idris et al, 1996;Best and Rasiah, 2003).…”

Section: Introductionmentioning

confidence: 93%

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Abdullah¹,

Ahmad²,

Ismail³

2009

IJBM

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This study examines the influence of four selected soft factors (management commitment, employee involvement, training and education, and reward and recognition) on quality improvement within 255 Malaysian electrical & electronics (E&E) firms. Despite extensive research on quality management and quality improvement, very little empirical research has examined this area of study specifically in the E&E sector. The results of this study revealed that management commitment, employee involvement, training and education, and reward and recognition are significantly positively associated with firms' quality improvement practice. Also, employee involvement was perceived as a dominant soft factor for quality improvement; it was associated with significant improvements in firms' quality improvement. This study contributes to a better understanding of the influence of soft factors on organizational quality improvement among firms within the context of the Malaysian E&E sector. Suggestions for future research are discussed.

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Section: Introductionmentioning

confidence: 93%

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Abdullah¹,

Ahmad²,

Ismail³

2009

IJBM

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“…Reference [12] examined the quality management practices in the manufacturing industry in Ireland on the performance of companies. The key findings point out a moderately positive linear relationship with a correlation coefficient of 0.604 between practice and performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Quality Management Practices vs. Performance of SMEs: An Empirical Study of Indian Industries

Singh

Bhardwaj

Sachdeva

2006

2006 Technology Management for the Global Future - PICMET 2006 Conference

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The intense competition in the current marketplace has forced firms to re-examine their methods of doing business. Economic liberalization and globalization of economy is becoming a worldwide phenomenon. However survival of industry and its economic growth is dependant on the productivity level. This is very true in developing countries like India because of higher population growth, higher interest rates, rising inflation, domestic and international competition, scarcity of raw materials, fiscal deficit etc. The present work is an empirical study of impact of quality management practices like Just-in-Time, 5S's tools, Suggestion schemes, Workers participation, Quality circles and ISO certification on performance of SMEs. The performance parameters incorporated for the study were manpower and assets utilization, inventory management, quality aspects, cost aspects, time performance and purchasing procedure. A comprehensive questionnaire was developed and circulated to the different firms and responses were collected for analyzing the data. On the basis of literature review and the survey of the industry, objectives were identified; the impact was validated on the basis of correlation analysis.

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“…It is thus a further step for Total Qua lity Control systems. The performance is obtained through best practices (Ismail et al 1998).…”

Section: Tactical Control By Total Quality Managementmentioning

confidence: 99%

Control by quality: proposition of a typology

Pujo

Pillet²

2002

Quality Assurance

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Abstract.The application of Quality tools and methods in the industrial management had always a fundamental impact on the control of production facilities. It influences on the behavior of concerned actors, while introducing the required notions and formalisations, in particular in production systems little automated or not, that constitute a large industria l activity part.Several Quality approaches followed each other in workshops, and thus find again in their control. In this paper, the authors present a typology of different approaches having had some successive and notorious influences on workshop's control, as the statistical process control, the quality assurance and the continuous improvement.At first, the authors propose a parallel between production control and quality organization. They note a hierarchical organization of these two systems of management, with, to each level, the notion of feedback loop. This notion is fundamental in all decision making. They also organize their subject around the operational, tactical and strategic levels, by describing for each level the main methods and tools for control by quality.This panorama of tools and usable methods for the control starts by the operational level, with the SPC, Taguchi techniques or the ' six sigma' approach. At the tactical level, we recover a quality system approach, with a documented description of introduced procedures in the enterprise. The management system can refer here to the assurance quality, to the TPM or to a management by the total quality. The formalization using procedures of decision rules governing the control of processes brings a better validity of these rules. It allows to improve the reliability of these rules and to consolidate them. Thus it opposes the human behavior intrinsically fluctuating of operators' control. Finally, the strategic control by quality is detailed, and then the two main approaches, by continuous improvement and by proactive improvement, are exposed.To finish, the authors observe that to each of these three levels, the continuous improvement of processes which is a component of the Total Quality, becomes an essential preoccupation for the control. So, the idea which was coming out is the recursive utilization of the Deming cycle for control by quality.

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Quality management in the manufacturing industry: Practice vs performance

Cited by 22 publications

References 2 publications

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

The Importance of Soft Factors for Quality Improvement: Case Study of Electrical and Electronics Firms in Malaysia

Quality Management Practices vs. Performance of SMEs: An Empirical Study of Indian Industries

Control by quality: proposition of a typology

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