The relationships between TQM, TPM, JIT and agile manufacturing: an empirical study in industrial companies

Khalfallah, Meriem; Lakhal, Lassâad

doi:10.1108/tqm-12-2020-0306

Cited by 14 publications

(18 citation statements)

References 60 publications

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“…Findings endorse the viewpoints of past research studies wherein every DDSC processes aim at creating value proposition for their customers through creating efficient, innovative, less costly and user-friendly products and services (Bag, 2017; Bag et al , 2020a; Gunasekaran et al , 2017; Lycett, 2013; McAfee and Brynjolfsson, 2008; Wamba et al , 2017). Past studies have proposed that an agile supply chain process reduces the gap between customer expectations and actual benefits, offered by the products and services (Khalfallah and Lakhal, 2021). Reviewing the literature and based on an expert's opinion, the researchers intend to reinforce the role of human factor and argue that human factor drives and contributes towards agility in supply chain functions.…”

Section: Resultsmentioning

confidence: 99%

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

Mondal

Samaddar

2021

TQM

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PurposeThe paper aims to explore the various dimensions of human factor relevant for integrating data-driven supply chain quality management practices (DDSCQMPs) with organizational performance. Keeping the transition phase from “Industry 4.0” to “Industry 5.0” in mind, the paper reinforces the role of the human factor and critically discusses the issues and challenges in the present organizational setup.Design/methodology/approachFollowing the grounded theory approach, the study arranged in-depth interviews and focus group sessions with industry experts from various service-oriented firms in India. Dimensions of human factor identified from there were grouped together through a morphological analysis (MA), and interlinkages between them were explored through a cross-consistency matrix.FindingsThis research work identified 20 critical dimensions of human factor and have grouped them under five important categories, namely, cohesive force, motivating force, regulating force, supporting force and functional force that drive quality performance in the supply chain domain.Originality/valueIn line with the requirements of the present “Industry 4.0” and the forthcoming “Industry 5.0”, where the need to collaborate human factor with smart system gets priority, the paper made a novel attempt in presenting the critical human factors and categorizing them under important driving forces. The research also contributed in linking DDSCQMPs with organizational performance. The proposed framework can guide the future researchers in expanding the theoretical constructs through initiating further cross-cultural studies across industries.

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Section: Resultsmentioning

confidence: 99%

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

Mondal

Samaddar

2021

TQM

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“…SCA is one of the most important factors, and it helps SCs to satisfy diverse needs through output based on the dynamic needs of the customer (D. M. Gligor et al, 2015). Therefore, SCA enables SC to respond to consumer needs through development that is focused on its requirements, fast responses to short product life cycles and a volatile market, fast launches of new products to respond to changing customer needs and efficient responses to complex time and quantity delivery requirements (Khalfallah and Lakhal, 2021). In return, it provides CA and increases efficiency in the textile sectors (Chiang et al, 2012).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

The effect of supply chain agility and lean practices on operational performance: a resource-based view and dynamic capabilities perspective

Manzoor

Baig

Hashim

et al. 2021

TQM

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PurposeIn today's global economy, developing supply chain agility (SCA) and lean practices (LP) as resource-based view and dynamic capabilities are essential for firms to sustain their competitive advantage (CA) and enhance their operational performance (OP). The purpose of this paper is to develop and empirically test a framework to investigate how CA is achieved through SCA and LP and how these, in turn, can enhance a firm's OP.Design/methodology/approachFor data collection, the authors adopted the survey method using self-administered questionnaires. Two-source survey data were collected in two rounds (separated by a two-month lag time) from supply chain managers, operational managers and general managers. The purpose of collecting data in two rounds was to reduce common-method bias. Likert scale (1–5) was used in the questionnaire. Smart PLS 3 and SPSS 23 were used for the data analysis purpose.FindingsSCA was found to directly and positively affect OP. LP also positively affected OP. In addition, CA fully mediated the relationship between SCA, LP and OP.Practical implicationsThis study encourages the managers of manufacturing firms to adapt LP and their supply chains (SCs) to become agile and leverage the advantages of their implementation to improve their OP and succeed in the market.Originality/valueThis study is one of the first to investigate the effect of SCA and LP on OP. Furthermore, the first study examines CA's mediating impact on the relationship between SCA, LP and OP.

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“…One of the highly recommended strategies is to adapt the Autonomous Maintenance (AM) techniques. AM technique focus to inculcate the production operators to participate in doing the minor maintenance activities such as periodical cleaning, lubricating, tightening and minor replacement (CLTM) of equipment parts [35].…”

Section: Csf 5: Maintenance Strategymentioning

confidence: 99%

“…The MM policy must be established and should be incorporated with the existing company's policy. MM should be recognized as one of vital constituent of manufacturing management [35,60]. The top management should really recognize the benefits and outcomes from MM program from business survival and technical perspective.…”

Section: -Key Criteria For Best Practice In Maintenance Managementmentioning

confidence: 99%

Addressing the Issues of Maintenance Management in SMEs: Towards Sustainable and Lean Maintenance Approach

et al. 2021

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This paper outlines on the preliminary outcomes of pilot project aimed at exploring the issue related to managing of maintenance activity in the Malaysian Small and Medium Enterprises (SMEs). SMEs have been accepted as vital components of domestic industry development in many countries. However, the literature portrays that many of Malaysian SMEs particularly the companies involved in manufacturing, fabrication and machining services are struggling to manage the maintenance of their manufacturing equipment. Dependable manufacturing equipment is important factor towards organizational profitability. Managing the maintenance activity of those manufacturing equipment nowadays, is becoming more challenging due to automation and computerization. Due to such issues, SMEs companies are under stiff pressure to minimize lost time for their survival. Thus, this study seeks to explore the related issues towards further improvements. Qualitative research methodology was adopted in the study. Data were collected at eight (8) SMEs located in three (3) different areas, namely southern, central and eastern region of peninsular Malaysia. Information was gathered from semi-structured interviews with SMEs management and observations focuses on different areas of maintenance management at the respective SMEs. The main concern is to validate the critical success factors (CSFs) in managing the maintenance activity at selected SMEs. This study discovered that nine (9) CSFs are having the most significant impact towards improving the maintenance management practice for SMEs. These include: understanding the MM philosophy; management commitment and leadership; maintenance strategy; maintenance planning; maintenance training; monitoring and assessment; appropriate number of maintenance staff; integration of tools, techniques and technology, and; record of maintenance data. All those CSFs construct are integrated in a simple yet self-explanatory MM Framework to convey the conceptual idea of MM implementation program to the management and technical people within SMEs. It is believed that the MM Framework developed would serve as an indicator of company’s MM focus level. Through the identification of the CSFs constructs, the SMEs can utilize the information to improve their approach in systematic MM program. The discovered CSFs are vital for all stakeholders that directly or indirectly involve in managing the maintenance activity in SMEs. Doi: 10.28991/esj-2021-01283 Full Text: PDF

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The relationships between TQM, TPM, JIT and agile manufacturing: an empirical study in industrial companies

Cited by 14 publications

References 60 publications

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

Reinforcing the significance of human factor in achieving quality performance in data-driven supply chain management

The effect of supply chain agility and lean practices on operational performance: a resource-based view and dynamic capabilities perspective

Addressing the Issues of Maintenance Management in SMEs: Towards Sustainable and Lean Maintenance Approach

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