Initiatives and outcomes of quality management implementation across industries

Department of Management, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong
Omega (Impact Factor: 4.38). 04/2003; 31(2). DOI: 10.1016/S0305-0483(03)00021-5
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DOI: 10.1016/S0305-0483(03)00021-5 This paper sets out to explore the quality initiatives of various industries and examine the links between quality management implementation and quality outcomes. We use the scenario in Hong Kong as a first step in addressing these research inquiries. Using Black and Porter's instrument (Decision Sci. 27 (1996) 1) and the various perceived performance measures representing quality management implementation and quality outcomes respectively, we conducted a mail survey to collect data from over 1000 companies with operational quality management systems and received 304 valid responses for data analysis. Analysis of variance (ANOVA) was used to analyze the data and the results are consistent with our prediction that the differences in quality initiatives by industry types affect the levels of quality management implementation and quality outcomes in different industries. In particular, we found that significant contrast exists between public utilities/service industries and manufacturing/construction industries, with the former group having a higher level of quality management implementation and achieving better quality outcomes. The emphases that they placed on their quality management implementation also seem to differ. Implications of the results are discussed and suggestions for further research on quality management and implementation are offerred. Author name used in this publication: Kee-hung Lai Author name used in this publication: T. C. E. Cheng

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    • "benefits of TQM (Lai and Cheng, 2005); indeed, they may find detrimental effect of TQM. Therefore, TQM must be implemented as a company-wide initiative which involves cross-functional elements of the organisation (Lai and Cheng, 2003). Conceptually, we found similarities between the need for balancing the diffusion of TQM and EMS across different organisational functions. "
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    ABSTRACT: Purpose ‐ The purpose of this paper is to examine the diffusion of ISO 14001-based environmental management system (EMS) on five key organisational functions, namely production, procurement, sales, logistics, and R&D. In examining the EMS diffusion, this paper focuses on two aspects of diffusion: the extent of diffusion of EMS and the balance of EMS diffusion across the five organisational functions. Design/methodology/approach ‐ Data were collected from 286 companies in Australia which were certified to ISO 14001. The respondents are personnel in the company who hold responsibility in managing the EMS. Findings ‐ The results show that the extent of diffusion of EMS has a positive effect on green products, green processes, and green supply chain management. In addition, diffusion variation (imbalance) has a negative effect on green product and green supply chain management. This study demonstrates the importance of both the depth and the balanced diffusion of EMS across different organisational functions in driving environmental management practices. Research limitations/implications ‐ The results support the theory of organisational climate which emphasises the importance of both climate level and climate strength. In the context of our study, firms with high both extensive (climate level) and balanced diffusion (climate strength) of EMS will produce better environmental innovations than those which only have climate level. Practical implications ‐ The results provide insights for managers to consider the extent and balance of diffusion of EMS in their organisational functions as an indicator of the implementation of EMS in their organisations. Social implications ‐ The findings imply the need for expanding the scope of collaborations beyond the firm's level, that is from being intra-organisational to inter-organisational by involving supply chain partners (primarily customers and suppliers). When the diffusion of environmental initiatives (including ISO 14001 EMS) can be extended to supply chain partners, the environmental effects will also be significantly larger and wider compared to when it is confined in individual firms. Originality/value ‐ This paper is one of the first to study the extent and balance of diffusion of EMS within organisations and its impact on environmental management practices
    International Journal of Operations & Production Management 04/2014; 34(5). DOI:10.1108/IJOPM-10-2012-0448 · 1.13 Impact Factor
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    • "However, simply adopting best practices may not be a universally applicable solution to reach " excellence " or " world class " status. Recently, OS researchers have begun to look into the contingency factors that may affect the effectiveness of operations capabilities (Sousa and Voss, 2008), among which are industrial context (Lai and Cheng, 2003), national culture (Voss and Blackmon, 1996), firm size (Sila, 2007), and competitive priorities (Ketokivi and Schroeder, 2004a). "
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    ABSTRACT: Purpose – Examining the strategic contingency of plant improvement capability and innovation capability. Two forms of fit between the two capabilities and competitive priorities were empirically tested. Design/Methodology/Approach – Data collected from a sample of 238 manufacturing plants were used to test the hypotheses using regression. Findings – The results provide partial support for fit as mediation. However, there was no evidence supporting fit as moderation. We found that improvement capability and innovation capability are associated with different competitive priorities and also have varying impact on different operational performance dimensions. Research limitations/implications – There are two limitations to this research: only three operations management (OM) practices are included in each capability examined; somewhat limited measures of competitive priorities and operational performance.Originality/value – This study examines multiple forms of fit between competitive priorities and operations capabilities. The findings can inform managers to selectively implement OM practices for developing the needed operations capabilities given the chosen competitive priorities.
    International Journal of Operations & Production Management 02/2011; 31(5). DOI:10.1108/01443571111126292 · 1.13 Impact Factor
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    • "Some widely cited surveys include Chaudhry et al. (2000); Murthy and Shrivastav (2000); Robinson (2001); Khond and Dabade (2004); Antony et al. (2004). Ho et al. (2001); Mehra et al. (2001); Taylor et al. (2003); Lai et al. (2003); Khanna et al. (2002); Heizer et al. (2004); Shrivastava et al. (2004); Mohanty et al. (2006); and Dahlgaard and Dahlgaard (2006); and conducted empirical studies with various objectives like implementation of TQM in less and more experienced firms of US, various critical factors affecting total quality management at the business unit level, literature available on total quality management and using the literature search, field expert, identifies the future role of TQM in businesses facing global markets. Authors also provided various models and checked their validity in the scenario of TQM. "
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    ABSTRACT: Purpose – The purpose of this paper is to analyze the various factors important for total quality management implementation in various manufacturing organizations and to assess their relevance for Indian manufacturing organizations. Design/methodology/approach – A literature review was conducted for important factors and a survey approach was used to collect relevant data from industries. Further data were used to establish a model. Findings – It is shown that customer focus must be the prime objective for various industries to achieve total quality management. All the factors must be used systematically to achieve total quality management (TQM) and it can be done efficiently by using a model having four phases to implement TQM. Originality/value – The paper will be useful for manufacturing as well as service industries that are in the starting phase of TQM implementation or have already failed to implement TQM at their works.
    TQM Journal 10/2009; 21(6):607-622. DOI:10.1108/17542730910995873
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