Total quality management implementation frameworks: Comparison and review

Yusof, Sha’ri Mohd; Aspinwall, Elaine

doi:10.1080/0954412006801

Cited by 150 publications

(110 citation statements)

References 8 publications

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“…No influence between ownership and manufacturing choice was identified. Therefore, this research support the statements of Winroth (2011) andYusof andAspinwall (2000) that independent and dependent SMEs could be treated in the same way when considering manufacturing choices.…”

Section: Matching the Findings With The Propositionssupporting

confidence: 65%

“…Yusof and Aspinwall (2000) treated dependent units and plants similarly to how they treated independent SMEs, and they were joined in this approach by Säfsten and Winroth (2011). Säfsten and Winroth (2011, p. 4) argued that "a small unit within a large international company group could very well face the same problems as an independent company".…”

Section: Sme Definitionmentioning

confidence: 99%

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Homogeneity of manufacturing choices in subcontractor SMEs

Löfving

2016

Journal of Manufacturing Technology Management

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PostprintThis is the accepted version of a paper published in Journal of Manufacturing Technology Management. This paper has been peer-reviewed but does not include the final publisher proofcorrections or journal pagination. Homogeneity of manufacturing choices in subcontractor SMEsStructured Abstract:Purpose: This paper investigates the choices made in manufacturing decision categories by subcontractor small and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices.Design/methodology: A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted. Findings:Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices. Research limitations/implications:The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalizability of findings to other industries or countries. Practical implications:This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories.

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Section: Matching the Findings With The Propositionssupporting

confidence: 65%

Section: Sme Definitionmentioning

confidence: 99%

Homogeneity of manufacturing choices in subcontractor SMEs

Löfving

2016

Journal of Manufacturing Technology Management

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“…Achanga, Shehab, Roy, & Nelder, 2006;Garengo & Biazzo, 2012;Kumar, Antony, & Tiwari, 2011;Prajogo & Brown, 2006), but this focus is uncommon. Such special consideration of SMEs is nevertheless motivated by specific needs in comparison to large organisations, and the major improvement initiatives have been developed for large companies (Yusof & Aspinwall, 2000b). One common way for SMEs to get into contact with new ways of working is through some type of external intervention.…”

Section: Introductionmentioning

confidence: 99%

Adopting new ways of working in small and medium-sized enterprises: findings from interventions in 12 European companies

Assarlind

Eriksson

Gremyr

et al. 2013

Total Quality Management & Business Excellence

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This paper elaborates on factors to consider in order for interventions (activities aimed at introducing new ways of working through a series of focused activities in an organisation) to lead to long-term effects inside SMEs. The purpose of it is to describe how interventions can be carried out in order for small and medium-sized companies (SMEs) to adopt new ways of working by understanding the context, process and content of an intervention. The results of this study suggest that in designing interventions for the SMEs, the context aspects of an intervention must be carefully considered. Not only is the process or context of an intervention important, but so is the content. As a consequence, we suggest content that accomplishes the following: 1) supports the formulation of strategies; 2) encourages dialogue; and 3) uses company data. The paper is based on a multiple case study of twelve SMEs from six European countries undergoing similar interventions within the FutureSME project. These long-term relationships within a largescale project have provided access and a rare opportunity to conduct research on this often overlooked business sector. The empirical data has been collected through company presentations, structured reports, and narratives. The material has been subject to a cross-case analysis.

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“…TQM is one of popular techniques used to increase the performance of firms and it has various meanings (Yoo & Donthu, 2001;Prajogo & Sohal, 2004;Rahman, 2004). TQM is categorized as soft and hard, where the soft one is associated with human resource management and focus more on leadership, teamwork, training, and employee involvement (Yusof & Aspinwall, 2000;Yong & Wilkinson, 2001;Rahman & Bullock, 2005). The hard issues are concerned by increasing production techniques and operations and attempt to establish a working framework through the establishment of well-defined processes and procedures to create possible the continuous improvement of services to customers.…”

Section: Introductionmentioning

confidence: 99%

A study to measure the impact of organizational culture and organizational excellence

Nikbakht¹,

Nikbakht²,

Rad³

et al. 2012

msl

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Organizational culture plays an important role on increasing organization excellence and there are many evidences through different studies on this relationship. In this paper, we re-examine this relation between organizational culture and six other important factors including quality of leadership, quality of different strategies, quality of human resources, quality of participating in organizational resources, quality of organizational processes and methods of assessment. The study was held among 70 employees of one of distance learning universities located in province of Esfahan, Iran. The study uses Pearson correlation ratio as well as linear regression technique to investigate the relationships. The results confirmed that there are positive and meaningful relationship between organizational culture and quality of leadership, quality of different strategies, quality of human resources, quality of participating in organizational resources, quality of organizational processes but it does not find any meaningful relationship between organizational culture and methods of assessment.

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Total quality management implementation frameworks: Comparison and review

Cited by 150 publications

References 8 publications

Homogeneity of manufacturing choices in subcontractor SMEs

Homogeneity of manufacturing choices in subcontractor SMEs

Adopting new ways of working in small and medium-sized enterprises: findings from interventions in 12 European companies

A study to measure the impact of organizational culture and organizational excellence

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