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…
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.
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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…
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.
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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…
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.
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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…
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.
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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…
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.
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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…
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.
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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…
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.
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Sanjay L. Ahire and Dharam S. Rana
Total quality management (TQM) has been perceived as a competitivestrategy to improve continually the quality of products and processes.However, the initial stages of TQM…
Abstract
Total quality management (TQM) has been perceived as a competitive strategy to improve continually the quality of products and processes. However, the initial stages of TQM implementation may encounter major problems owing to misplaced efforts. The extent to which TQM is successful in an organization is determined by the initial impact of TQM efforts. Experts like Juran have suggested an incremental approach to TQM introduction, stressing pilot projects in some business units/areas of an organization. Presents a multiple‐criteria decision‐making (MCDM) model using the analytical hierarchy process (AHP) technique to identify and select key pilot TQM projects, and discusses model development and implementation issues. Illustrates the general applicability of this model by applying it to a hospital environment. Such an approach should help an organization to prioritize and enhance the returns from TQM efforts. Carefully selected projects will help to improve organizational acceptance of TQM efforts and overcome the gradually emerging criticism that the TQM approach is too general, without any focus on specific returns.
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Chinho Lin, Christian N. Madu, Chu‐Hua Kuei and Min H. Lu
The aim of this study is to compare the relative efficiency of quality management practices among American, Japanese, and Taiwanese firms located in Taiwan. Data envelope analysis…
Abstract
The aim of this study is to compare the relative efficiency of quality management practices among American, Japanese, and Taiwanese firms located in Taiwan. Data envelope analysis (DEA) technique is used to measure the relative efficiency of these firms. Quality management practices and organizational performances are treated as input and output factors respectively. The firms are grouped in four based on their efficiency levels. These groups are referred to as robustly efficient, marginal efficient, marginal inefficient, and distinctly inefficient units in DEA. The results of the analysis showed that there is a significant difference between the levels of efficiency among the three typologies of firms – American‐, Japanese‐, and Taiwanese‐owned firms. The study found that the efficiency of quality management practices for Japanese‐owned firms is the highest, even though almost all of their employees are Taiwanese; also, American‐owned firms’ efficiency is higher than that of Taiwanese‐owned firms. It was also observed that the ethnocentric quality management practices of foreign firms in Taiwan might have contributed to the inefficiency of Taiwanese firms. The study shows that Taiwanese and US firms can benchmark the efficient practices of Japanese firms in order to be the best‐in‐class.
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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…
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.