TQM implementation barriers in academe: a framework for further investigation

Digitalizing the maritime industry: A case study of technology acquisition and enabling advanced manufacturing technology

“…The objective is to increase the competitiveness of the organization through increased product and process flexibility, quality, and efficiency measures such as delivery, leadtime, inventory, return on equity, set-up-time, consistency and reliability (Voss, 1988;Voss 1995;Boyer et al, 1997;Small and Yasin, 1997;Youssef et al, 1998;Chan et al, 2001;Ordoobadi and Mulvaney, 2001;Koren and Shpitalni, 2010). Further, it increases responsiveness by reduced time-to-market and access to market entrance and response to change in customer requirement and environmental dynamism (Small and Yasin, 1997;Youssef et al, 1998;McDermott and Stock, 1999;Chan et al, 2001;Ordoobadi and Mulvaney, 2001;Koren and Shpitalni, 2010). Example of environmental dynamism are sudden and sustained drop in oil price for markets dependent on oil price, entry of new competitors, disruptive business models, or new technology radically improving (or reducing costs of) existing products or processes or dramatically.…”

“…One constraint for exploring more flexibility and responsiveness in manufacturing technologies is the asymmetry in resource allocation to early design phases of the manufacturing process. Youssef et al (1998) underpin that the most commonly used advanced manufacturing technologies are used in design and planning phase, hence it appears to be an untapped potential in exploring advanced manufacturing technologies that reallocate resources to later stages in the process shown in figure 2, or to source new strategies for reducing the high initial capital expenditures.…”