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Article
Publication date: 1 November 1995

Sha’ri M. Yusof

Quality has been proven to be an important strategic weapon inorder to survive in today’s highly competitive business environment. Tobuild quality in products and services…

436

Abstract

Quality has been proven to be an important strategic weapon in order to survive in today’s highly competitive business environment. To build quality in products and services requires organizations to implement a quality management system which is accepted internationally. BS 5750 which is similar to ISO 9000 helps achieve this objective. Service industries are also striving towards excellence in service and therefore require a quality system. Shows the result of an initial study conducted on an electrical contracting company. Assessments on existing management systems were conducted and recommendations provided for the next course of action to ensure successful implementation of BS 5750 in this company. BS 5750 provides a foundation in the quest towards total quality management.

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International Journal of Quality & Reliability Management, vol. 12 no. 8
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 June 2000

Sha’ri M. Yusof and Elaine Aspinwall

TQM is a philosophy mainly dominated by large companies. Small businesses are lagging behind larger ones when it comes to introducing and adopting new managerial philosophies and…

7974

Abstract

TQM is a philosophy mainly dominated by large companies. Small businesses are lagging behind larger ones when it comes to introducing and adopting new managerial philosophies and advanced technology. Many small companies have stopped at quality system certification, such as ISO 9000, in their quality journey rather than pursuing further continuous improvement efforts through TQM. Small businesses must understand the need to go beyond the quality system stage and work towards a total approach for quality. Only through this total approach will their quality effort be a success. Discusses the various issues confronting small businesses when embarking on TQM. First, reviews the subject of TQM and the quality initiatives undertaken by small businesses (which are treated as small‐ to medium‐sized enterprises (SMEs)) such as ISO 9000 and TQM. The small business characteristics are also examined. Second, presents a case study conducted in a small manufacturing company. Culminates with conclusions and discussions drawn from both the review and the case study with suggestions for future research directions.

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International Journal of Operations & Production Management, vol. 20 no. 6
Type: Research Article
ISSN: 0144-3577

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1026

Abstract

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Benchmarking: An International Journal, vol. 13 no. 4
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 6 June 2016

Nurul Fadly Habidin, Sha’ri Mohd Yusof and Nursyazwani Mohd Fuzi

The aim of this paper is to develop a model that incorporate lean six sigma (LSS) implementation, strategic control system (SCS) and organizational performance (OP) in Malaysian…

1617

Abstract

Purpose

The aim of this paper is to develop a model that incorporate lean six sigma (LSS) implementation, strategic control system (SCS) and organizational performance (OP) in Malaysian automotive suppliers.

Design/methodology/approach

A survey through questionnaire was conducted to determine the level of LSS implementation, SCS and OP measurement. In all, 252 sets of questionnaire were successfully collected that brought to 64.3 per cent response rate. Structural equation modeling (SEM) technique was adopted to analyze the data gathered from the survey. Exploratory factor analysis, reliability analysis and confirmatory factor analysis for testing the construct validity, test for reliability and model measurement were carried out.

Findings

This study has provided a comprehensive measurement instrument to implement the LSS practices, SCS and OP for Malaysian automotive suppliers. As a result, seven LSS constructs, four for SCS and four measures for OP have been identified. This research model is a mediator model in which it investigates whether the presence of SCS mediates the relationship between LSS and OP. The analysis result through the SEM method showed that SCS does not affect the relationship between LSS and OP. However, SCS is improving OP when coupled with LSS.

Research limitations/implications

This study has only focused on the structured relationship between LSS Construct, SCS and OP measures. It is possible for other factors in the LSS practices to be studied in future experiments such as total productive maintenance, culture change, role structure and project management skills.

Originality/value

Future researchers could apply the LSS, SCS and OP measurement as a benchmark for use and can be replicated in other industry or country in the world with minor modifications on the critical factors necessary to suit the goals of the organization, culture and business environment. It could also be used as a business excellence and supplier selection tool for practitioners and researchers.

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International Journal of Lean Six Sigma, vol. 7 no. 2
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 9 July 2018

Kok Liang Loh, Sha’ri Mohd Yusof and Dominic H.C. Lau

Literature has shown that many companies fail lean implementation or is not able to sustain lean for a long time. Researchers have found that lean failures are associated with…

1602

Abstract

Purpose

Literature has shown that many companies fail lean implementation or is not able to sustain lean for a long time. Researchers have found that lean failures are associated with leadership, which is a key factor. However, it is not easy and a long time is needed to change the leadership, behaviour and traits. This study aims to introduce the Blue Ocean Leadership concept to address this issue.

Design/methodology/approach

A literature review is carried for articles related to critical success factors for Lean and Lean Six Sigma with a focus on leadership factors.

Findings

The Blue Ocean Leadership concept focuses on leaders’ acts and activities which can be changed with less effort and time. Seven categories of lean activities for leaders are identified.

Research limitations/implications

Leadership is one of the many factors for the success of lean implementation. This conceptual study focuses only on leadership and it needs further field study for validation.

Practical implications

Blue Ocean Leadership provides lean practitioners and academicians with a new perspective for successful lean implementation.

Originality/value

To the best knowledge of the researcher, there is no similar study in this area. Thus, the finding can form the basis for further research for the benefit of lean communities, especially the small- or medium-sized enterprises with less cost and time.

Details

International Journal of Lean Six Sigma, vol. 10 no. 1
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 18 September 2019

Syed Ali Raza Shah, Khairur Rijal Jamaludin, Hayati Habibah Abdul Talib and Sha’ri Mohd Yusof

The purpose of this paper is to identify the critical success factors (CSFs) of integrated quality environmental management (IQEM) and analyze their impact on operational…

585

Abstract

Purpose

The purpose of this paper is to identify the critical success factors (CSFs) of integrated quality environmental management (IQEM) and analyze their impact on operational performance (OP) and environmental performance (EP) in food processing Small and medium-sized enterprises (SMEs) in Pakistan.

Design/methodology/approach

The study is based on collecting data using a survey questionnaire through snowball sampling technique. A total of 302 food processing SMEs operating in Punjab, Pakistan, responded to the survey. SPSS version-23 and SmartPLS-3 were used for data analysis.

Findings

The literature review identified leadership (LS), employee management (EM), strategic planning (SP), information management (IM), process management (PM), supplier management (SM) and customer focus (CF) as CSFs of IQEM. The results of this study found a significant relationship of all identified CSFs with operational performance in food processing SMEs whereas EM, IM, PM and SM were insignificant with the EP in the food processing SMEs.

Research limitations/implications

Although this study has collected data from one province, the Punjab province, it still relevant in identifying the CSFs for IQEM implementation within food processing SMEs to improve performance.

Originality/value

Despite the wide spread of integrated systems practices in the developed countries, little attention has been placed to implement and assess the IQEM initiatives by organizations in the developing countries. Thus, this study identified CSFs of IQEM based on empirical studies and analyzed their impact on OP and EP of food processing SMEs.

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The TQM Journal, vol. 31 no. 5
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 22 March 2013

Nurul Fadly Habidin and Sha'ri Mohd Yusof

The objective of this paper is to explore the critical success factors (CSFs) for Lean Six Sigma (LSS) in the Malaysian automotive industry.

4183

Abstract

Purpose

The objective of this paper is to explore the critical success factors (CSFs) for Lean Six Sigma (LSS) in the Malaysian automotive industry.

Design/methodology/approach

Structural equation modeling (SEM) was employed to test the model drawing on a sample of 252 Malaysian automotive organisations. Exploratory factor analyses (EFA), confirmatory factor analysis (CFA), and reliability analysis empirically verified and validated the underlying items of CSFs of LSS.

Findings

The results of EFA, CFA, and reliability analysis show that two items for supplier relationship are recommended to be excluded from the analysis. The result indicates that LSS has identified 40 items as compared to the original questionnaire which had 42 items. Based on the survey of empirical data, the two factors of leadership and customer focus have been shown to be the extremely important factors for LSS implementation in the Malaysian automotive industry.

Research limitations/implications

Firstly, this survey is based only on the automotive industry in Malaysia, and therefore it is not generalisable to other industries. Secondly, there may be other CSFs for LSS such as culture change, project management skill, and employee involvement, which were not included in this study. Finally, for future research agenda, the authors are looking at the structural relationship between LSS practices and organizational performance in the Malaysian automotive industry.

Originality/value

The developed and tested content of this study fills the research gap by providing reliable and useful reference material on the CSFs of LSS. On top of that, the contribution for academic researchers and practitioners is to provide important guidelines for automotive and related companies to implement LSS strategic practices to improve organizational performance.

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International Journal of Lean Six Sigma, vol. 4 no. 1
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 7 October 2014

Nilda Tri Putri, Sha’ri Mohd. Yusof and Dradjad Irianto

The purpose of this paper is to empirically evaluate the critical factors for successful quality engineering (QE) implementation in automotive-related companies in Malaysia and…

574

Abstract

Purpose

The purpose of this paper is to empirically evaluate the critical factors for successful quality engineering (QE) implementation in automotive-related companies in Malaysia and Indonesia. The existence of these critical factors for the successful application of QE would help the automotive industries, especially in Malaysia and Indonesia, to be able to investigate their current QE practices and how they could be improved.

Design/methodology/approach

Delphic hierarchy process (DHP) methodology is used in this study. The DHP method is a combination of the Delphi method and the analytic hierarchy process (AHP) approach for determining the ranking of the factors and sub factors needed for successful QE implementation. The Delphi method is employed to gather data from automotive experts in both countries and the AHP approach is used to rank the critical factors for success of QE practices.

Findings

The findings of this study showed that the automotive industries in Malaysia and Indonesia stressed the importance of management responsibility and people management for the successful implementation of QE. Strategic quality planning, continuous improvement, and technology- and production-related resources are the most important sub factors for successful QE in both countries.

Research limitations/implications

The series of rounds that took place during the Delphi method increased the length of time required for data collection and the follow-up process. On the basis of the consideration given, the limited resources included time, financial resources, and technical availability for this study, which resulted in the small sample sizes used.

Practical implications

The ranking of the critical factors and sub factors for QE implementation could be useful for automotive-related companies in Malaysia and Indonesia to create action plans for improving their QE implementation.

Originality/value

The instrument that was developed is a contribution toward characterizing critical factors for QE. Using DHP methodology, nine factors and 31 sub factors have been validated through a series of rounds of the Delphi method. It was developed based on industry experts’ inputs. Therefore, the critical factors represent actual situation for QE success.

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Article
Publication date: 1 July 2006

Baba, Deros, Sha'ri Mohd Yusof, Azhari and Salleh

The purpose of this paper is to present a conceptual framework for benchmarking implementation in small medium‐sized enterprises (SMEs) taking into consideration their…

7697

Abstract

Purpose

The purpose of this paper is to present a conceptual framework for benchmarking implementation in small medium‐sized enterprises (SMEs) taking into consideration their characteristics.

Design/methodology/approach

The paper begins with the review on the definition of SME and a comparison of the characteristics of SMEs and large organizations. It presents the need for a framework and its relationship with benchmarking and TQM. This is followed by reviewing the benchmarking implementation frameworks proposed by researchers and discusses these frameworks based on their strengths and weaknesses from SMEs perspective. The frameworks were categorised into two broad types based on the different writer's background and the approach on how they view the benchmarking implementation process.

Findings

The paper suggested a conceptual framework for benchmarking implementation dedicated to the automotive manufacturing SMEs. This framework guides them through from the start to end of the benchmarking process. The framework was validated at six pilot case study companies, which gave useful comments and suggestions regarding the usefulness and applicability within the SMEs context.

Research limitations/implications

The conceptual framework is still in the development stage and research is undertaken to include the pilot study companies suggestions and comments into the final version of the framework.

Practical implications

This guidance and framework provides a useful guide for companies to adopt and adapt before embarking on their benchmarking journey.

Originality/value

This paper fulfils an identified knowledge gap and offers practical help to SMEs starting out a benchmarking implementation effort.

Details

Benchmarking: An International Journal, vol. 13 no. 4
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 1 October 2001

Sha’ri Mohd. Yusof and Elaine Aspinwall

Describes the methodology and findings of four industrial case studies conducted on the implementation of TQM in automotive small and medium‐sized enterprises (SMEs). Interviews…

4521

Abstract

Describes the methodology and findings of four industrial case studies conducted on the implementation of TQM in automotive small and medium‐sized enterprises (SMEs). Interviews were conducted to answer key issues which were felt to be crucial to this study. In addition, the case studies also explored the feasibility of the authors’ conceptual framework, and subsequently its validation. The companies were categorised as “TQM” and “lesser TQM” companies, and the analysis was performed on this basis. Results from the case studies indicated that the SMEs used in the study had approached TQM without the help of any specific framework, but they had implemented the numerous quality initiatives or programmes on a “slice by slice” approach. It was found that three common aspects were emphasised in each case when adopting TQM. Culminates with the conclusions drawn from the studies and future research directions.

Details

International Journal of Quality & Reliability Management, vol. 18 no. 7
Type: Research Article
ISSN: 0265-671X

Keywords

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