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Prelims

N. Muthukumar Dr (Automotive Axles Limited, India)
K. Ganesh Dr (McKinsey & Company, India)
Sanjay Mohapatra Dr (Xavier Institute of Management, India)
K. Tamizhjyothi Dr (Annamalai University, India)
R. M. Nachiappan Dr (Annamalai University, India)
M. Bharati Dr (Veer Surendra Sai University of Technology, India)

Organizational Culture and Its Impact on Continuous Improvement in Manufacturing

ISBN: 978-1-80262-404-5, eISBN: 978-1-80262-403-8

Publication date: 26 January 2022

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Citation

Muthukumar, N., Ganesh, K., Mohapatra, S., Tamizhjyothi, K., Nachiappan, R.M. and Bharati, M. (2022), "Prelims", Organizational Culture and Its Impact on Continuous Improvement in Manufacturing, Emerald Publishing Limited, Leeds, pp. i-xviii. https://doi.org/10.1108/978-1-80262-403-820221009

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Emerald Publishing Limited

Copyright © 2022 N. Muthukumar, K. Ganesh, Sanjay Mohapatra, K. Tamizhjyothi, R. M. Nachiappan and M. Bharati. Published under exclusive licence by Emerald Publishing Limited

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Organizational Culture and Its Impact on Continuous Improvement in Manufacturing

Title Page

Organizational Culture and Its Impact on Continuous Improvement in Manufacturing

By

Dr N. Muthukumar

Automotive Axles Limited, India

Dr K. Ganesh

McKinsey & Company, India

Dr Sanjay Mohapatra

Xavier Institute of Management, India

Dr K. Tamizhjyothi

Annamalai University, India

Dr R. M. Nachiappan

Annamalai University, India

And

Dr M. Bharati

Veer Surendra Sai University of Technology, India

United Kingdom – North America – Japan – India – Malaysia – China

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Emerald Publishing Limited

Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2022

Copyright © 2022 N. Muthukumar, K. Ganesh, Sanjay Mohapatra, K. Tamizhjyothi, R. M. Nachiappan and M. Bharati. Published under exclusive licence by Emerald Publishing Limited.

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British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-80262-404-5 (Print)

ISBN: 978-1-80262-403-8 (Online)

ISBN: 978-1-80262-405-2 (Epub)

List of Figures

Figure 1.1. Manufacturing and Its Components.
Figure 1.2. Goals of WCM.
Figure 1.3. Competing Value Framework (CVF) – Culture Types.
Figure 1.4. Performance Elements in the Circle of Control of the Manufacturing.
Figure 1.5. India's Merchandise Trade: Import, Export and Trade Balance.
Figure 1.6. Share (%) of Manufacturing in India's Total Merchandise Exports.
Figure 1.7. Overall Chapter Summary Flow Chart.
Figure 2.1. Existing Research Model.
Figure 3.1. Comparison of Existing and Proposed Conceptual Research Model.
Figure 3.2. Classified Factors of Organizational Culture.
Figure 4.1. Selected Five CI Tools to Achieve WCM Status.
Figure 4.2. Grouped CI Tools and PE Achievement.
Figure 4.3. Overall Approach in Selecting Optimum CI Tools.
Figure 4.4. Presence Levels of Culture in Awarded and Non-awarded Companies – Comparison of Absolute Means.
Figure 4.5. Standard Deviation of Culture Score Means for Awarded Companies.
Figure 4.6. Means at All Levels (CPIs and Question Item) for Group Culture.
Figure 4.7. Means at All Levels (CPIs and Question Item) for Rational Culture.
Figure 4.8. Means at All Levels (CPIs and Question Item) for Development Culture.
Figure 4.9. Means at All Levels (CPIs and Question Item) for Hierarchical Culture.
Figure 4.10. Presence Level of CPIs of All Culture Types Related to Awarded and Non-awarded Manufacturing Companies – Comparison of Means.
Figure 4.11. Presence Level of All 12 Questions Pertain to Hierarchical Culture for Awarded and Non-awarded Manufacturing Companies.
Figure 5.1. Effects of Continuous Improvement Tools on Culture (CPI) Development.
Figure 5.2. Impacts of Continuous Improvement Tools on CPIs.
Figure 5.3. Venn Diagram for Significance of CPIs with CI Tools.
Figure 5.4. ABC Flow Chart.
Figure 5.5. Developed Conceptual Model.

List of Tables

Expression 1.1 Cost Equation.
Table 1.1. Worldwide Manufacturing/Business Excellence Awards.
Table 1.2. Timeline for the GEM Council Awarding Procedure (Worldwide).
Table 1.3. List of Awarded Companies.
Table 1.4. Comparisons of Social Culture and Organizational Culture.
Table 1.5. Comparisons of Various Researchers' Dimensions of Organizational Culture.
Table 1.6. Types of Culture (Literature).
Table 3.1. Research Methodology.
Table 3.2. Satty Scale.
Table 3.3. Imperative Factors (IFs) of CI Tools.
Table 3.4. Reliability Range of Questionnaire.
Table 3.5. Case Processing Summary for Non Awarded Companies (for Objective 2).
Table 3.6. Cronbach’s Alpha Coefficient Summary for Non-awarded Companies (for Objective 2).
Table 3.7. Intra-class Correlation Coefficient for Non-awarded Companies (for Objective 2).
Table 3.8. Summary of Sample Collection (for Objective 1).
Table 3.9. Summary of Sample Collection (for Objective 2).
Table 3.10. Summary of Sample Collection (for Objective 3).
Table 4.1. CI Tools Used in Manufacturing.
Table 4.2. Mean Score of CI Tools with PE.
Table 4.3. Selected Five CI Tool and Its Mean Score.
Table 4.4. Rotated Component Matrix.
Table 4.5. Total Variance.
Table 4.6. Number of Respondents in Various Types of Awarded and Non-awarded Indian Manufacturing Companies.
Table 4.7. Manufacturing Companies Location across India with Awarded and Non-awarded Category.
Table 4.8. Manufacturing Companies and Its Turnover with Awarded and Non-awarded Category.
Table 4.9. Respondent Experience in Manufacturing with Awarded and Non-awarded Category.
Table 4.10. Respondent Gender with Awarded and Non-awarded Category.
Table 4.11. Employee Strength in Manufacturing Company (Respondent) with Awarded and Non-awarded Category.
Table 4.12. Item-wise Reliability Test.
Table 4.13a. Influence of Types of Manufacturing Companies (Awarded) on Different Culture Type.
Table 4.13b. Influence of Types of Manufacturing Companies (Non-awarded) on Different Culture Type.
Table 4.14a. Influence of Manufacturing Companies (Awarded) Locations on Different Culture Type.
Table 4.14b. Influence of Manufacturing Companies (Non-awarded) Locations on Different Culture Type.
Table 4.15a. Influence of Respondent Experience in Manufacturing Companies (Awarded) on Different Culture Type.
Table 4.15b. Influence of Respondent Experience in Manufacturing Companies (Non-awarded) on Different Culture Type.
Table 4.16a. Influence of Turnover of the Manufacturing Companies (Awarded) on Different Culture Type.
Table 4.16b. Influence of Turnover of the Manufacturing Companies (Non-awarded) on Different Culture Type.
Table 4.17a. Influence of Gender of the Respondent in the Manufacturing Companies (Awarded) on Different Culture Type.
Table 4.17b. Influence of Gender of the Respondent in the Manufacturing Companies (Non-awarded) on Different Culture Type.
Table 4.18a. Influence of Employee Strength in the Manufacturing Companies (Awarded) on Different Culture Type.
Table 4.18b. Influence of Employee Strength in the Manufacturing Companies (Non-awarded) on Different Culture Type.
Table 4.19. Influence of LOC, EI and EB in the Respondent of Manufacturing Companies (Awarded) on Different Culture Type.
Table 4.20. Influence of LOC, EI and EB in the Respondent of Manufacturing Companies (Non-awarded) on Different Culture Type.
Table 4.21. Awarded Companies – Correlation between 48 Questions vs 4 Culture Types.
Table 4.22. Awarded Companies – Correlation Analysis between 48 Questions and 16 CPIs/Sub-factors.
Table 4.23. Awarded Companies – Correlation Analysis between the 16 CPIs/Sub-factor and the 4 Culture Types.
Table 4.24. Non-Awarded Companies – Correlation Analysis between 48 Questions and 4 Culture Types.
Table 4.25. Non-Awarded Companies – Correlation Analysis between 48 Questions and 16 CPIs/Sub-factors.
Table 4.26. Non-awarded Companies – Correlation Analysis of 48 Questions and 16 CPIs/Sub-factors.
Table 4.27. Summary of Hypothesis Testing.
Table 4.28. t-test for Hierarchical – CPIs with Awarded and Non-awarded Manufacturing Companies.
Table 4.29. Presence of Hierarchical Culture in Awarded and Non-awarded Manufacturing Companies.
Table 4.30. Descriptive Statistics for the Level Scale of IFs.
Table 4.31. Descriptive Statistics for the Change Scale of IFs.
Table 4.32. Descriptive Statistics for the Level Scale of CPIs.
Table 4.33. Descriptive Statistics for the Change Scale of CPIs.
Table 4.34. Significant Correlations between IFs and CPIs – Level Scale.
Table 4.35. Computed t-values and Level of Significance for CPIs.
Table 4.36. Regression Analysis Inference of IFs Related to TQM (CTM, FC, QPM, CI, MEM and MHR) on CPIs.
Table 4.37. Descriptive Statistics for the Level Scale of IFs.
Table 4.38. Descriptive Statistics for the Change Scale of IFs.
Table 4.39. Descriptive Statistics for the Level Scale of CPIs.
Table 4.40. Descriptive Statistics for the Change Scale of CPIs.
Table 4.41. Significant Correlations between IFs and CPIs – Level Scale.
Table 4.42. Computed t-values and Level of Significance for CPIs.
Table 4.43. Regression Analysis Influences of IFs Related to TPLM (AP, EE, CRA, IS, TTF and SPFS) on CPIs.
Table 4.44. Descriptive Statistics for the Level Scale of IFs.
Table 4.45. Descriptive Statistics for the Change Scale of IFs.
Table 4.46. Descriptive Statistics for the Level Scale of CPIs.
Table 4.47. Descriptive Statistics for the Change Scale of CPIs.
Table 4.48. Significant Correlations between IFs and CPIs – Level Scale.
Table 4.49. Computed t-values and Level of Significance for CPIs.
Table 4.50. Regression Analysis Inference of with IFs Related to SCM (CP, PD, IOC, ICR, PMP and SOP) on CPIs.
Table 4.51. Relation between the CI Tools with CPIs.
Table 5.1. Correlation Coefficient of CPIs of Various Culture Type with Three CI Tools.
Table 5.2. Summary of Level of Presence of Cultures in Awarded and Non-awarded Companies.

List of Abbreviations

ABC

Activity-based costing

ABM

Activity-based management

ACN

Anticipating customer need

AGV

Automated guided vehicle

AHP

Analytical hierarchical process

AM

Agile manufacturing

AMC

Actual manufacturing cost

AP

Availability of the process/machine

BCMS

Basic components of manufacturing system

BM

Benchmarking

BPR

Business process reengineering

C

Cost

CAD

Computer-aided design

CAM

Computer-aided manufacturing

CAPP

Computer-aided process planning

CE

Concurrent engineering

CEO

Chief executive officer

CI

Continuous improvement

CII

Confederation of Indian Industry

COH

Cohesion

CON

Controlling

CPs

Clarifying policies

CP

Collaboration planning

CPIs

Cultural performance indicators

CR

Consistency ratio

CRA

Customer requirement adherence

CRM

Customer relationship management

CRQ

Customer required quantity

CSA

Customer schedule adherence

CTM

Commitment of top management

CVF

Competing Values Framework

D

Delivery

DEP

Developing people

DPMO

Defects per million opportunities

DT

Downtime

EAW

Expecting accurate work

EE

Employee empowerment

EMS

Environment management system

EP

Encouraging participation

ES

Emphasizing speed

et al.

And others

E

Environment

EV

Eigenvalue

F

Flexibility

FA

Factor analysis

FC

Focus of customer

FG

Finished goods

FMS

Flexible manufacturing system

FOCE

Focus on competition with overall economic performance

FR

Formal rules

GEM

Global Excellence Model

I

Innovation

ICR

Integrated customer relationship

IFs

Imperative factors

IOC

Interorganizational communication

IPEE

Inspiring people to exceed expectation

IS

Inventory strategy

ISC

Initiating significant change

IVN

Innovation

JH

Jishu Hozen

JIPM

Japan Institute of Planned Maintenance

JIT

Just-in-time

LM

Lean manufacturing

M

Morale

Max

Maximum

MEM

Measurement, examine and manage

MHR

Management of Human Resources

Min

Minimum

MIN

Minutes

MLMO

Market and sales development and growth and focus market share

MMT

Material movement time

MoP

Measures of performance

MRP

Material requirements planning

NVA

Non-value-added

OC

Organizational culture

P

Productivity

PCA

Principal component analysis

Pcs

Pieces

PD

Partner development

PM

Planned maintenance

PMP

Performance measurement planning

PPM

Parts per million

Q

Quality

QM

Quality maintenance

QPM

Quality process management

QS

Quality system

RI

Relative index

RM

Raw material

ROI

Return on investment

S

Safety

SCM

Supply chain management

Sec

Seconds

SHE

Safety, Health and Environment

SHWE

Showing Hard Work Ethic

SMED

Single-minute Exchange of Dies

SOP

Sales and operations planning

SPFS

Standardized Product and Process Flow Strategy

SPSS

Statistical Package for Social Service

SQC

Statistical quality control

SS

Six Sigma

TPLM

Total productive lean manufacturing

TPM

Total productive maintenance

TPT

Throughput time

TQM

Total quality management

TRU

Trust

TTF

Throughput time with flexibility

UK

United Kingdom

USFC

Unsafe condition

VA

Value-added

VAR

Value-added ratio

VAT

Value-added time

WCM

World class manufacturing

WCMS

World class manufacturing system

WIP

Work-in-process/progress

About the Authors

Dr N. Muthukumar is President and COO of Meritor India, driving business development, growth and future strategy with 33 years of rich experience in the Automobile and Pharmaceutical sector. In his previous assignment, he was President at Automotive Axles limited and instrumental in the capacity enhancement and transformation of AAL Manufacturing into Industry 4.0. He started his career with TVS Srichakra Tyres in 1987 and was heading Operations for Sundaram Industries Limited. Later, he was running International Business of TTK before joining Meritor. He was driving force in making all the Indian operations of TTK-LIG, TPM certified by JIPM. He is a resource faculty for JIPM TPM for CII and past chairman CII Karnataka.

Dr K. Ganesh is Senior Knowledge Expert, Global Lead of ‘Manufacturing and Supply Chain Center of Competence’ (MSC CoC) & Delivery Leader at McKinsey & Company, Chennai, India. He is specialized in logistics and supply chain transformation for various industry verticals. He is having total 16+ years of research and consulting experience. He has published more than 150 papers in leading international journals and written 11 international books. He is editorial board for 5 international journals and in reviewer board for 10 + renowned international journals.

Dr Sanjay Mohapatra has received his B.E. from NIT Rourkela, MBA from XIMB, M.Tech from IIT Madras, India, and PhD from Utkal University. Dr Mohapatra consulted many organizations in different domains such as utilities, banking, insurance and healthcare sectors. His teaching interests are in IT Strategy and Management Information Systems and research interests are in the area of IT-enabled processes. He has authored/co-authored 28 books, more than 78 papers in national and international referred journals besides publications in different conferences.

Dr K. Tamizhjyothi is Associate Professor in Business Administration, Annamalai University, with 23 years of teaching and industrial experience. He has written 5 books, published 112 articles and presented 57 papers in national/international conferences. He has guided 7 PhD and 5 MPhil scholars. He has received ‘Best Researcher Award’ from IIMK and also received ‘Respected Teacher Award’ and ‘Best Paper Award’. He has successfully completed four consultancy research projects. He is an editorial board member and reviewer of various journals. His area of specialization is Marketing Research, Operations Research, and Logistics and Supply Chain Management.

Dr R.M. Nachiappan is Associate Professor, Department of Manufacturing Engineering, Annamalai University, and currently deputed to Government College of Engineering, Thanjavur. He has 19 years of teaching and 4 years of industrial experience at world renowned manufacturing organization like TVS, TTK. He has administrative experience of 4 years as NSS programme officer, Deputy Controller of Examination in Annamalai University. He has written 2 books and published 43 articles at the national and international levels. His area of specialization is World Class Manufacturing, Lean, Six Sigma, Total Productive Maintenance, Performance Evaluation and System Design, Operations Management.

Dr M. Bharati is Associate Professor at Veer Surendra Sai University of Technology, Odisha. She is the member, standing committee of Nodal Centre for Research, Research Council of University and Member of Board of Studies of different Government Universities and Institutes. Along with extensive teaching and research experience, Dr Bharati has consulting experience for environmental planning projects. She has worked for international collaboration project on Urban Conservation. She has publications in peer-reviewed international journals and has authored books and chapters for international publishers. Her research interests are in the areas of environmental planning and management and environmental behaviour.

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