The Roles of TQM and JIT For Basic Metal Industries Global Competitiveness

Abstract

The purpose of this study is to develop an integrated continuous improvement model so as to improving the global competitiveness of basic metal industries. The study concerned on the Ethiopian basic metal-manufacturing firms, with a special emphasis on the medium and large manufacturing industries. However, basic metal industries occupy a prominent position in the development agenda of many developing countries like Ethiopia. Hence, this study investigated the role of continuous improvement for global competition of basic metal industries, so as to tackle global competition problems on the firms. From numerous contentious improvements, we have to emphasis integrated JIT and TQM implementation on basic metal industries to improve competitive performance. The survey study is conduct through field observation, literature review of research articles, books, magazines, manuals, company report and electronic-sources which are analysis. A case study also conducted at Kaliti Metal Products Factory. The survey data is analyzed using descriptive analysis, SPCT (fishbone diagram). At literature level, the global competitiveness of Ethiopian economy was assessed and the current trends of continuous improvement tools implementation for global competitiveness of basic metal industries was analyzed. Poor supply chain system, manpower, raw material problems, energy fluctuation, outdated technology, manufacturing systems, financial and logistics problems are identified as the obstacles and influence the Ethiopian basic metal industry performance and global competitiveness. Based on the investigations an integrated continuous improving models are developed so as to improve the performance and global competitiveness of basic metal industries.

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

“…Similarly, both Getachew et al (2017) and Dametew et al (2017) have developed a conceptual integrated model of TQM and JIT practices with the context of Ethiopian printing and basic metal industries respectively. The first study assessed the global competitiveness of Ethiopian economy and analyzed the current trends of CI tools implementation for global competitiveness of basic metal industries.…”

“…Thus, this research will provide an associated result by identifying the most widely found practices of the stated CI programs in literatures. For this case, these most extensively quoted practices of the programs can be divided into unique techniques or practices to all programs separately, and drivers (or social and technical factors or common practices or CSFs) to all the programs as used in (Lopes et al, 2022;Sisay et al, 2021;Dametew et al, 2020;Sahoo and Yadav, 2020;Tilahun et al, 2020;Phan et al, 2019;Hailu et al, 2018a;Masudin and Kamara, 2018;Khamkham, 2017;Tesfaye and Kitaw, 2017;Getachew et al, 2017;Dametew et al, 2017;Nandurkar et al, 2014;Cua et al, 2001).…”

“…This new framework is quite different from the existing integrated frameworks: LSS and innovation; QM and IM; TQM and TPM; JIT and TQM; JIT, TQM and TPM; JIT, TQM and SCM; Lean and Six Sigma; Six-Sigma and TQM; combination of LSS and Six Sigma-TQM; JIT, TQM and LSS; TPM, TPS and TQM; JIT, TQM, TPM and SCM recommended by existing literatures, for example, see the frameworks suggested by Lopes et al (2022), Sisay et al (2021), Tilahun et al (2020), Dametew et al (2017, 2020), Sahoo and Yadav (2020), Phan et al (2019), Masudin and Kamara (2018), Hailu et al (2018a), Tesfaye and Kitaw (2017), Getachew et al (2017), Khamkham (2017), Nandurkar et al (2014), Paranitharan and Babu (2014), Anh and Matsui (2007), Cua et al (2001), Sriparavastu and Gupta (1997), Flynn et al (1995), Vuppalapati et al (1995).…”

Gearing Powers of Supply Chain Integration Practices on Firm Performance and Competitiveness: (Case of Ethiopian Textile and Apparel Industry)

“…All the same, several African countries with large textile sectors are also recovering from an unfavourable change in international trade policies (Gabriel Negatu, 2014). In particular, most eastern parts of Africa, manufacturing sectors can have a limited role in GDP and employment creation in the regions (Damtew et al,2017and Georgise et al, 2014b. Manufacturing performance and competitiveness, for example, account for a relatively small share of GDP in the study countries (ranging from 3.8% to 11%) compared to levels of manufacturing typically associated with industrializing countries (30% to 40%) (Gabriel Negatu, 2014).…”

“…However, Ethiopian textile industries have faced a variety of challenges, including a lack of competitiveness at both the local and global levels, as well as a lack of pro tability (Tadesse, 2017). Also, fragmental and nonintegrated supply chain processes on local manufacturing industries, including Ethiopia's textile and apparel industries, heavily depend on imported raw materials and semi-nished textile and apparel products (Damtew, 2022, Damtew et al, 2017. The textile sector's supply chain, starting from the cotton farm to the nal customer, both in the local and foreign market, is full of challenges.…”