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Article
Publication date: 5 March 2018

Sam K. Formby, Manoj K. Malhotra and Sanjay L. Ahire

Quality management constructs related to management leadership and workforce involvement have consistently shown strong correlation with firm success for years. However, there is…

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Abstract

Purpose

Quality management constructs related to management leadership and workforce involvement have consistently shown strong correlation with firm success for years. However, there is an increasing body of research based on complexity theory (CT) suggesting that constructs such as these should be viewed as variables in a complex system with inter-dependencies, interactions, and potentially nonlinear relationships. Despite the significant body of conceptual research related to CT, there is a lack of methodological research into these potentially nonlinear effects. The purpose of this paper is to demonstrate the theoretical and practical importance of non-linear terms in a multivariate polynomial model as they become more significant predictors of firm success in collaborative environments and less significant in more rigidly controlled work environments.

Design/methodology/approach

Multivariate polynomial regression methods are used to examine the significance and effect sizes of interaction and quadratic terms in operations scenarios expected to have varying degrees of complex and complex adaptive behaviors.

Findings

The results find that in highly collaborative work environments, non-linear and interaction effects become more significant predictors of success than the linear terms in the model. In more rigid, less collaborative work environments, these effects are not present or significantly reduced in effect size.

Research limitations/implications

This study shows that analytical methods sensitive to detecting and measuring nonlinearities in relationships such as multivariate polynomial regression models enhance our theoretical understanding of the relationships between constructs when the theory predicts that complex and complex adaptive behaviors are present and important.

Originality/value

This study demonstrates that complex adaptive behaviors between management and the workforce exist in certain environments and provide greater understanding of factor relationships relating to firm success than more traditional linear analytical methods.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 3
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 1 March 1998

Jayanth Jayaram and Sanjay Ahire

Recent research in manufacturing has investigated the impact of enabling operations management (OM) practices on quality and time‐based performance separately. This research…

2798

Abstract

Recent research in manufacturing has investigated the impact of enabling operations management (OM) practices on quality and time‐based performance separately. This research investigates the concurrent impact of supply management, human resources, just‐in‐time (JIT) and cross‐functional practices on quality and time‐based performance, in a sample of firms from the automotive components industry. Relationships of 13 individual OM practices with three objective measures of quality performance and two objective measures of time‐based performance were analysed using simple and stepwise multiple regressions. Results indicate that seven of these practices, namely incoming material quality, kanban systems, set‐up time reduction, performance‐based pay and quality training to workers, cross‐functional interactions between design and quality assurance and between production and new product development, have significant synergistic relationships to both quality and time‐based performance. The research supports the argument that there is synergy between quality and time‐based performance capabilities.

Details

International Journal of Quality & Reliability Management, vol. 15 no. 2
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 March 1998

Sanjay L. Ahire and K.C. O’Shaughnessy

Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms…

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Abstract

Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms using stepwise regression. Notes three primary predictors (customer focus, empowerment, and supplier quality management) explaining 26 per cent of variation in product quality. Examines the role of top management commitment in TQM implementation by splitting the sample into firms with high and low top management commitment based on the mean score on this construct. Concludes, first, that firms with high top management commitment produce high quality products despite variations in individual constructs, and, second, that in firms with low top management commitment, four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage are primary predictors of product quality.

Details

International Journal of Quality Science, vol. 3 no. 1
Type: Research Article
ISSN: 1359-8538

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Article
Publication date: 18 May 2012

Jayanth Jayaram, Sanjay Ahire, Mariana Nicolae and Cigdem Ataseven

The purpose of this paper is to verify whether product orientation (make‐to‐order versus make‐to‐stock) affects how coordination mechanisms combine to influence quality…

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Abstract

Purpose

The purpose of this paper is to verify whether product orientation (make‐to‐order versus make‐to‐stock) affects how coordination mechanisms combine to influence quality performance in total quality management (TQM).

Design/methodology/approach

The authors used survey response data from a large sample of single industry respondents (auto supplier industry) to test the research model.

Findings

The study found support for the idea that organizational and inter‐organizational coordination mechanisms influence product and process quality performance. Moreover, significance of many of these linkages varied according to whether the product orientation was make‐to‐order or make‐to‐stock. The study is one of the first to suggest that the influence of select coordination factors on performance can vary according to product orientation.

Research limitations/implications

The study suggests that plant managers may pursue different approaches to implement select coordination factors (not all) according to whether their product focus is make‐to‐stock or make‐to‐order.

Practical implications

The research isolates those select coordination mechanisms which have significantly different performance effects in one product orientation environment (make‐to‐order) versus another (make‐to‐stock). Managers interested in TQM implementation can gain insights into those select coordination mechanisms identified in this study that could positively enhance product quality and process quality performance.

Originality/value

To the knowledge of the authors, this is the first study that has examined the contextual influence of product orientation on the relationships between select coordination mechanisms in TQM implementation and their impact on process and product quality.

Details

International Journal of Quality & Reliability Management, vol. 29 no. 5
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 January 1994

Sanjay L. Ahire and Matthew A. Waller

The total quality management (TQM) revolution of the 1980s and recent emergence of business reengineering (RE) has shifted the focus of quality improvement efforts from individual…

762

Abstract

The total quality management (TQM) revolution of the 1980s and recent emergence of business reengineering (RE) has shifted the focus of quality improvement efforts from individual products to processes which lead to the creation and supply of these products. The literature, however, lacks a comprehensive framework for process improvement. In this paper, we present a seven‐dimension framework of process quality. These dimensions are explained with illustrations of three important business processes: logistics, order fulfillment, and new product development. These dimensions are further used to develop a model for long‐term improvement in a business process. The model proposes a blend of breakthrough improvements (B‐I) achieved through RE and incremental improvements (I‐I) realized through TQM. Furthermore, it provides a framework for improving the quality of the process along the seven dimensions in the context of B‐I and I‐I. Finally, implications of this work for the theory and practice of business process improvements are discussed.

Details

The International Journal of Logistics Management, vol. 5 no. 1
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 1 August 1997

Damodar Y. Golhar, Satish P. Deshpande and Sanjay L. Ahire

In the total quality management (TQM) environment, a major responsibility of TQM implementation rests with supervisors who translate the top management strategies into short‐term…

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Abstract

In the total quality management (TQM) environment, a major responsibility of TQM implementation rests with supervisors who translate the top management strategies into short‐term execution. Hence, the role of supervisors in the quality improvement efforts warrants a serious examination. Presents a comparison of the roles of supervisors in quality improvement strategies in TQM and non‐TQM firms. Based on a survey of 232 manufacturing firms in the USA and Canada, analyses the role of supervisors in TQM and non‐TQM firms using eight quality constructs. Major results indicate that, as compared with non‐TQM firms, supervisors in TQM firms receive more support and encouragement from top management, are under less tension, and possess a higher level of satisfaction. Also, participation of supervisors in the firm’s quality efforts is higher in TQM firms. The higher level of supervisors’ involvement, coupled with the top management commitment, results in higher quality of manufacturing processes and products for TQM firms than non‐TQM firms. Further, when implementing TQM strategies, non‐unionized firms are found to provide a better work environment for supervisors than the unionized firms.

Details

International Journal of Quality & Reliability Management, vol. 14 no. 6
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 November 1996

Sanjay L. Ahire, Matthew A. Waller and Damodar Y. Golhar

The TQM revolution of the 1980s has led to a formal adoption of TQM by many firms. However, several organizations fail in their campaigns because of a variety of reasons ranging…

4337

Abstract

The TQM revolution of the 1980s has led to a formal adoption of TQM by many firms. However, several organizations fail in their campaigns because of a variety of reasons ranging from lack of top management commitment to focus on tools instead of approach. Through a focused survey of 359 manufacturing firms in a single industry answers two critical questions: is it necessary for a firm to embark on a formal TQM campaign to manage quality effectively?; and is it worthwhile for a firm to embark on a half‐hearted TQM campaign? Using a criterion of existence of a formal TQM campaign in a firm and quality of products offered by the firm, classifies firms into four groups: high performance TQM firms, low performance TQM firms, high performance non‐TQM firms, and low performance non‐TQM firms. Compares them along ten literature‐based, empirically‐validated TQM constructs and derives the following major conclusions: it is not necessary for a firm to implement a TQM campaign formally in order to practise elements of TQM philosophy and thereby manage quality well; a firm should implement a formal TQM campaign only if it plans to execute the TQM constructs to their full extent, or it is better off by not investing in the formal campaign; and the product quality of a firm improves with the extent of the rigour associated with TQM implementation. Discusses implications of these findings for TQM research and practice.

Details

International Journal of Quality & Reliability Management, vol. 13 no. 8
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 October 1995

Damodar Y. Golhar and Sanjay L. Ahire

Total quality management (TQM) represents a major philosophicalrevolution in the management of organizations. Compared with industries,academia has lagged behind in the adoption…

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Abstract

Total quality management (TQM) represents a major philosophical revolution in the management of organizations. Compared with industries, academia has lagged behind in the adoption of the TQM principles. One of the most critical challenges to the business schools is to provide students with a comprehensive understanding of TQM. Presents a nontraditional approach to teaching a TQM course to undergraduate business students. The most salient features of this experience are student empowerment and practising the TQM principles in‐class. This experiential learning approach was well received by the students. Discusses implications of such an approach to teaching TQM and other courses in a business school.

Details

International Journal of Quality & Reliability Management, vol. 12 no. 7
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 September 1996

Matthew A. Waller and Sanjay Ahire

With a global drive towards implementing total quality management (TQM), the number of TQM failures is also increasing. One of the major reasons cited for these failures is lack…

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Abstract

With a global drive towards implementing total quality management (TQM), the number of TQM failures is also increasing. One of the major reasons cited for these failures is lack of management commitment. However, no attempt has been made to diagnose why it occurs. Examines one possible determinant of this lack of commitment. Claims that if managers perceive a link between their firm’s product quality and the customers’ view of their product quality, then they will be motivated to improve product quality. Tests this argument empirically using a sample of 248 purchasing managers. Finds that there is a strong relationship between managers’ perception of the quality of their product and managers’ perception of customers’ view of the firm’s product quality, and provides some evidence that management’s lack of recognition of the importance of product quality in serving the customers is probably not a reason for lack of management commitment to quality. Represents an early attempt to diagnose the underlying causes of the determinants of TQM failures.

Details

International Journal of Operations & Production Management, vol. 16 no. 9
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 May 1995

Kiran Vuppalapati, Sanjay L. Ahire and Tarun Gupta

The post‐Second World War era has seen the emergence of twostrategies to improve the operational effectiveness of manufacturingfirms: just‐in‐time (JIT) production systems and…

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Abstract

The post‐Second World War era has seen the emergence of two strategies to improve the operational effectiveness of manufacturing firms: just‐in‐time (JIT) production systems and total quality management (TQM). Both evolved in Japan, and the West deciphered and applied them later. TQM has evolved in Japan over the last four decades, and JIT principles were developed and applied as an integral part of TQM philosophy. The West, however, deciphered JIT elements of Japanese manufacturing excellence first, followed by recognition of TQM as the underlying philosophy. Hence, these are viewed by a majority of Western researchers and practitioners in isolation (the traditional view). Examines the linkages between JIT and TQM from conceptual, philosophical, and implementation perspectives. Theorizes a synergistic interaction between JIT and TQM when they are viewed as an integrated strategy where JIT is an integral part of TQM philosophy (the integrated view). Provides theoretical support for the thesis that the organizations which implement JIT and TQM jointly as an integrated strategy with JIT elements embedded in the broader TQM philosophy outperform the firms which view them in isolation and implement either one.

Details

International Journal of Operations & Production Management, vol. 15 no. 5
Type: Research Article
ISSN: 0144-3577

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