The paradox of manufacturing productivity and innovation

Bell, Robert R.; Burnham, John

doi:10.1016/0007-6813(89)90084-0

Cited by 19 publications

(8 citation statements)

References 4 publications

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“…The role of training and learning has been discussed as a key element in TQM practices as employee training has a significant effect on operational performance (Parast et al, 2011). Bell and Burnham (1989) mentioned that employee education and training is an important element of workforce management, while executing changes in an organization is a significant factor for producing quality products and services. According to Flynn et al (1995), skill enhancement training for employees, employee suggestion and participation of employees in continuous improvement help the workforce imbibe a commitment with quality and skills.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Interrelationship between Total Quality Management and Six Sigma: A Review

Patyal

Koilakuntla

2015

Global Business Review

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The purpose of this study was to explore the dimensions of total quality management (TQM) and Six Sigma methodology through an extensive literature review and to understand the similarities and differences between the two. The present study identified a set of 13 TQM and 11 Six Sigma practices. The authors also compared the two methodologies with respect to their mutual similarities and differences. Though a considerable number of studies are available on TQM and Six Sigma individually, only limited literature is available regarding their integration. This study systematically reviews and reports about a set of 36 and 31 scholarly articles for TQM and Six Sigma, respectively. Only a few authors (such as, Revere & Black, 2003; Yang, 2004; Zu, Fredendall & Douglas, 2008) have focused on the integration perspective of TQM and Six Sigma. The literature survey revealed that TQM and Six Sigma are two different concepts that share similarities, but also have significant disparities. Six Sigma emerges as significantly superior to TQM in some aspects. However, both TQM and Six Sigma should be integrated to produce a synergistic effect on quality performance, which, in turn, may increase business performance. The outcome of this study will help provide a better understanding of the identified TQM and Six Sigma philosophies that will help managers and future researchers understand effective implementation of quality management strategies in improving business performance.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Interrelationship between Total Quality Management and Six Sigma: A Review

Patyal

Koilakuntla

2015

Global Business Review

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“…The employee relations practices relevant to JITP include participation in decisions (Bell and Burnham, 1989;Choi, 1995;Ford and Fottler, 1995;Holpp, 1994); employee recognition (Ford and Fottler, 1995); teamwork (Beer, 2003;Bell and Burnham, 1989;Ford and Fottler, 1995;Holpp, 1994;McLachlin, 1997); communication of organizational goals (Beer, 2003;Bell and Burnham, 1989;Ford and Fottler, 1995). Germain and Dröge (1997) found that as the extent of JITP implementation increases, employees are more likely to identify problems and to suggest solutions that enhance the firm's performance.…”

Section: Employee Relationsmentioning

confidence: 99%

Using replication research for just‐in‐time purchasing construct development

Kaynak¹,

Hartley

2006

J of Ops Management

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Using replication research, the validity of the just-in-time purchasing (JITP) construct is established. Although empirical researchers have examined JITP over the last two decades, a consistent set of valid, reliable factors has not been used. The lack of valid construct is a barrier to hypotheses testing and meta-analyses on JITP. This study confirmed the validity of six JITP factors: top management commitment, employee relations, training, supplier quality management, transportation, and quantities delivered using two different data sets and testing the first-and second-order structure of the JITP construct. Content validity, reliability, unidimensionality, convergent validity, discriminant validity, criterion-related validity, and an invariant factorial structure of the JITP construct were empirically established. #

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“…This reinforces the need to train and equip employees with the information and skills needed to enforce and ensure that workmanship quality is good right from the first time. Bell and Burnham (1989) also support this notion and stated that it is impossible to improve any organisation's operations without a well-trained workforce. Training is defined as the process of developing work-related knowledge and skills in employees for the purpose of improving performance systematically (Saraph et al 1989).…”

Section: Training Employees To Understand and Adhere To Conquas Requimentioning

confidence: 76%