Relationships among market orientation, JIT, TQM, and agility

Abstract

Purpose -The purpose of this paper is to investigate the adoption of a market orientation (MO) coupled with implementation of just-in-time ( JIT), total quality management (TQM), and agile improvement programs within manufacturing organizations from a macro perspective using systems theory as the theoretical underpinning. From a systems perspective, this research focuses on MO and its direct relationships with JIT, TQM, and agile manufacturing (AM) and subsequent impact on operational and logistics performance (LP). Design/methodology/approach -Data were collected from 104 manufacturing managers, supervisors, and quality professionals and analyzed using a path analysis methodology. Findings -MO directly and positively impacts JIT, TQM, and AM. JIT positively and directly impacts TQM which in turn positively and directly impacts AM. AM positively and directly impacts both organizational and LP. Research limitations/implications -Although the sample size is large enough to support path analysis, it is not of sufficient size to support structural equation modeling. This limitation precludes assessing the model as a whole. Direct and indirect effects are assessed, however. Practical implications -Practitioners are provided with a framework for assessing the synergistic impact of combining a MO with operations improvement programs on organizational and LP. Originality/value -A systems approach to assessing the impact of a combination of marketing and operations strategies is developed and tested.

Regulatory Role of TQM between the Marketing Orientation, Entrepreneurial Orientation and the Organizational Performance and Competitiveness

“…It would be beneficial for SMEs to insert TQM as a management facilitating tool for enhancing OP. Similarly, a study conducted by Zelbst et al [34], on 104 U.S based manufacturing managers, supervisors, and quality professionals. The authors found that market-orientation directly and positively influence on just-in-time (JIT), TQM, and agile manufacturing (AM).…”

Monitoring processes through inventory and manufacturing lead time

“… Layout strategies which promote one-piece flow; Assembly line balancing techniques (Bautista et al, 2014); Tools such as kanban or Conwip (Hopp et al, 1990), among others, can be used to link imbalanced processes while keeping WIP at an acceptable level; Bottleneck management (Goldratt and Cox, 1986).  Process control: preventive maintenance (Sharma et al, 2006) and quality management (Zelbst et al, 2010) reduce process variability (Hopp et al, 1990).…”

The Scenario of Lean Product Development in Brazilian Auto-industry

“…The benefits include decreasing risk, reducing costs and leadtime, as well as joint development and establishment of joint goals (Zelbst et al, 2010;Koh et al, 2007;Cheng et al, 2010;Park, Shin, & Chang, 2010). Thus, it is strategic to involve the supplier from the beginning of the process, and 95% of the respondents said that they conduct this practice.…”

“…A standardized development process refers to the standardization of common tasks, the sequence of tasks and the duration of tasks, which will make communication more precise and improve understanding among the functional areas (Koh, Bayraktar, Tatoglu, & Zaim, 2007;Mottonen, Belt, Harkonen, & Lin, 2009;Zelbst, Green, Abshire, & Sower, 2010;Shamsuzzoha, Kyllönen, & Helo, 2009). In the survey, 95% of the companies say that they have standardized PDP.…”