An Integrated Model of the Toyota Production System with Total Quality Management and People Factors

The Toyota production system (TPS), or lean production, has been associated with many benefits for manufacturing firms that implement the system. However, to implement the TPS successfully, it is necessary to integrate the so‐called “hard side” of the system (that is, the technical aspects of material handling) with the “soft side” of the program (that is, the aspects associated with human factors). The present study makes a contribution to such a holistic view of the TPS by proposing an integrated model that consists of the technical aspects of the TPS, together with elements associated with total quality management (TQM), human resources management (HRM), and certain identified “people factors.” The study then uses structural equation modeling (SEM) to test this holistic model using data obtained from a questionnaire survey of 153 Taiwanese manufacturing firms. The empirical study confirms the appropriateness of the causal model, which is evaluated by several goodness‐of‐fit methods. The study confirms the proposition that the inclusion of the “people factors” together with TQM and HRM significantly improves the realization of benefits associated with the TPS practices of “just‐in‐time” (JIT) and “autonomation.” The conclusion is that such an integrated model provides a much more effective “lean system” and has the potential to produce significantly enhanced benefits for firms that implement it. © 2012 Wiley Periodicals, Inc.     

TQM implementation in hospitals

This paper discusses the essential elements for successful Total Quality Management (TQM) implementation in hospital, and the challenges that occur with such implementation. Guidelines for this implementation are provided to show how TQM tools can be used effectively in hospitals.     

Workers and Their Willingness to Learn: Will ICT‐Implementation Strategies and HRM Practices Contribute to Innovation?

The article deals with the relationship between the willingness of workers to acquire ICT‐competences), the ICT‐implementation strategy (to ‘automate’ or ‘to informate’) pursuit by organizations and the HRM practices used by them. Based on a simple conceptual model, we tested three hypotheses: the more extended the use HRM practices in organizations, the more often workers will work in a work setting based on an informated ICT implementation strategy; an informated ICT implementation strategy will lead to a higher willingness of employees to acquire ICT‐related competences; the effect of an informated ICT‐strategy on the willingness to acquire ICT‐related competences will be higher than that of the HRM‐practices. To test these hypotheses, we used a survey of 733 Dutch employees working with ICT devices. Our analysis gives some partial support to the first two hypotheses, but the third is rejected by the data: ICT‐implementation strategies and some HRM‐practices have an independent effect on the willingness to acquire ICT‐compentences.     

Einfluss von IT-Service-Management-Frameworks auf?die?IT-Organisation

Over 90 percent of companies are estimated to use IT Service Management (ITSM) frameworks, yet there is little research on their benefits to the Information Technology (IT) department and the business units. An international survey of 491 firms was conducted to assess the benefits of the IT Infrastructure Library (ITIL), the de-facto ITSM framework, specifically on how these benefits evolve as companies increase their adoption of the ITIL model. Also studied are the perception of challenges of the implementation and the number of ITIL processes implemented in relation to the progress of the adoption of ITIL. Results indicate that as the maturity of implementation increases, the perception of challenges decreases. Findings also show that as the maturity of implementation increases, the number of realized benefits increases, as well as the number of implemented ITIL processes. Implications for practitioners and researchers are also discussed.     

Total quality management: An approach & a case study

For the last decade, American companies have been playing catch-up in the area of quality and productivity. Japanese companies and other foreign competitors have moved into markets that were once dominated by American companies, by producing higher quality products. The problem to date in the U.S. has obviously not been the lack of resources or documentation on quality and improvement programs, but the misdirection of these programs and the lack of total management commitment. Total Quality Management (TQM) is seen as an effective method that will accomplish the task of higher quality levels, and increased productivity.

The purpose of Total Quality Management is to implement a process that is long term and continuous, in which all of management participates in establishing continuous improvement initiatives throughout the organization, beginning with their own function in the organization. TQM integrates the fundamental techniques and principles of Quality Function Deployment, Taguchi Methods, Statistical Process Control, Just-In-Time, and existing management tools into a structured approach. The primary objective of this approach is to incorporate quality and integrity into all functions at all levels of the organization.

This paper examines the TQM process, philosophy, concepts, attributes and how it can be used to develop a “quality-based” culture. The paper also examines the introduction and implementation of the TQM process at an electronic's manufacturer.     

Human Resource Management for Continuous Improvement

This paper investigates the relationship between HRM practices and Continuous Improvement (CI) activities in order to gain an understanding of how the HRM function may be utilized to improve CI implementation success, and consequently, company performance. The paper begins with a brief review of the HRM and CI literature and then presents statistical analyses of data collected from the Continuous Improvement Network Survey (2003), which demonstrate that HRM has a significant effect on CI behaviour and company performance, with the strongest relationship between HRM, CI and performance occurring when companies align their CI activities with their strategic objectives and use systems, procedures and processes to measure the results of their CI activities.     

ERP plans and decision-support benefits

Management and implementation of Enterprise Resource Planning (ERP) systems have tended to concentrate on their transactional and record-keeping aspects, rather than on their decision-support capabilities. This paper explores connections between ERP systems and decision support based on the perceptions of 53 ERP system adopters. It offers new insights into the important objectives that are (and should be) considered in ERP plans, including decision-support objectives. It provides insights into the decision-support benefits of ERP systems. The study also examines relationships between the importance of various objectives in ERP planning and the subsequent realization of decision-support benefits from an ERP system.     

An empirical analysis of effective TQM implementation in the Hong Kong electronics manufacturing industry

The objective of this research is to develop a conceptual model of total quality management (TQM) implementation and test it empirically. The main research problem of this study is to investigate the effect of adopting TQM principles on quality achievement in manufacturing. The hypotheses specifying relationships between the core parts of the model including quality management infrastructure, core quality management practices, quality performance, and customer satisfaction are tested using survey research method. Data were collected from 50 managers of 25 manufacturing companies in Hong Kong. Correlation analysis on the ratings given by two different respondents from the same company shows that employee relations strongly facilitates the use of quality data and reporting, while training supports the function of product design, supplier quality management, and quality data and reporting. The results also indicate that employee relations and training have direct effects on quality performance which, in turn, relates to customer satisfaction. Practitioners are advised to build a supportive environment with a strong emphasis on human and organizational aspects to promote effective TQM implementation. © 1999 John Wiley & Sons, Inc.     

Implementing total quality management at the U.S. Department of Defense

This paper examines Total Quality Management (TQM) as defined by Dr. W. Edwards Deming including Deming's fourteen points and explains how the United States' Department of Defense (DOD) defines TQM and why TQM is necessary. It also covers how the DOD is planning on implementing TQM and the policy that has been established as guidance in the implementation process.     

Exploring the efficiency and effectiveness in global e-retailing companies

Efficiency and effectiveness can be considered as key elements for achieving greater business performance and a better decision making. This study applies the data envelopment analysis (DEA) approach combining multiple outputs and inputs to explore the efficiency and effectiveness of 30 global e-retailing companies. The empirical result reveals that the overall technical inefficiencies of the companies are primarily due to scale inefficiencies rather than pure technical inefficiencies. Approximately 43% of the global e-retailing companies need to reduce their inputs if they are to become efficient. Only 57% of the global e-retailing companies are regarded as efficient. This indicates that overall global e-retailing companies still have room for improving their management practices. Furthermore, when bias-corrected efficiencies were used to rank the global e-retailing company sample, the ranking order changed compared to the ranking order of the original efficiencies. This suggests that any DEA study should also employ bootstrapping as standard practice to detect the reliability of efficiency ranking and to have a more accurate benchmark of the firms.     

An Integrated Model for Customer Relationship Management: An Analysis and Empirical Study

Ensuring customer satisfaction and maintaining long‐term relationships with customers have become essential for survival among competitive service industries. The present study addresses this need by proposing a conceptually integrated four‐phase model that incorporates elements of customer relationship management (CRM) and customer satisfaction (represented by the extended American Customer Satisfaction Index model). Then, this study formulates structural equation modeling to test various research hypotheses related to the effect of the CRM initiative. An empirical study of 143 leading Taiwanese service firms distributed among seven service industries was conducted. The implementation levels of various constructs, input (customer knowledge), service provision (customer interactions), output quality, perceived quality, perceived value, perception of customer satisfaction, customer loyalty, purchasing intention, and profits of CRM are assessed in a range of service industries by means of a questionnaire survey and in‐depth interviews. The results of the empirical study reveal statistically significant influences among various constructs of the CRM integrated model. These results also represent a useful reference for managers of service organizations that could be used to improve the profitability and implementation level of CRM. The present study represents an important investigation in the development of an integrated CRM implementation system for service industries. © 2012 Wiley Periodicals, Inc.     

Agile improvement practices in software organizations

Inspired by the chasm between early adopters and early majority in diffusion of technological innovations, this paper investigates how agile improvement practices can help software organizations successfully implement new processes. An action research-based improvement initiative implemented a new change-request process and tool at the telecom company Ericsson AB in Gothenburg, Sweden. The study identifies a ‘guerilla tactic’ that change agents can use in software organizations to cross the chasm, and it discusses lessons learned in relation to literature on diffusion of innovation and software agility. The contribution of the study is that the guerrilla tactic supports agile improvement practices and facilitates successful implementation.     

Facilitating implementation of total quality management through information technology

There is growing interest in the service industries in the adoption of quality management programs to improve their operational efficiency and market competitiveness. Deming’s total quality management (TQM) philosophy is one of the well-known ones. The TQM emphasizes continuous improvement through statistical control and the continuous training of people in the principles of quality management. One of the main implementation issues is the large volume of data that must be statistically analysed. Although recent researches have reported on how TQM is applied in various industries, few have discussed the importance of information technology in ensuring a successful TQM program. This paper reports on the application of information technology in the TQM process and how it can support management decisions. A case example is included to support these views.     

An adaptive load balancing management technique for RFID middleware systems

In recent years, Radio Frequency Identification (RFID) industries have taken a great interest in utilizing the benefits of RFID for supply chain management, inventory control and various other applications. This paper proposed an adaptive load balancing technique for RFID middleware systems to meet the demands of scalability and heterogeneity. First, we explored five basic load balancing policies, namely, information policy, job selection policy, transfer policy, initiation policy and location policy. Eighteen load balancing schemes were then proposed for RFID middleware systems that were combinations of various types of the five basic load balancing policies. Our empirical study suggested that these load balancing strategies performed differently under different workload statuses. Finally, an adaptive load balancing strategy was proposed. The load balancing schemes and the proposed adaptive load balancing strategy have been implemented in the RFID Middleware Load Management System (RM‐LMS). Copyright © 2010 John Wiley & Sons, Ltd.     

An instrument for the measurement of customer perceptions of quality management in the software industry: An empirical study in India

Most of the available literature on quality management is based on management’s perception; few studies examine critical issues of quality management from the customer’s perspective, especially in the software industry. In order to gain an insight into what customers expect from a product/service, an analysis of quality management from customer’s point of view is essential. Such an understanding would help the managers to adopt strategies that can enhance the satisfaction level of their customers. The present study highlights the critical factors of quality management in the software industry from the customer’s perspective. Six critical factors are identified: and an instrument, comprising these factors, is developed and validated so as to measure the customer’s perception of quality management in the software industry. George Issac is an Assistant Professor in Mar Athanasius College of Engineering, Kothamangalam, India. He holds a B.Sc (Engg.) degree in Mechanical Engineering from Kerala University, and M.Tech and Ph.D degrees in Management from IIT Madras. His research areas are TQM and Organizational Behavior. He has published articles in the area of quality management in journals such as Total Quality Management and Business Excellence, and Quality Management Journal of American Society for Quality. Chandrasekharan Rajendran is a Professor of Operations Management in the Indian Institute of Technology Madras. His research interests are in TQM, Scheduling and Simulation. He has published several articles in international journals. He has publications in the area of TQM in journals such as Total Quality Management, International Journal of Production Research, International Journal of Service Industry Management, International Journal of Bank Marketing, and Journal of Services Marketing. He serves as referee for many journals. He is a recipient of the Alexander von Humboldt Fellowship of Germany. R.N. Anantharaman is a Professor of Management in the Indian Institute of Technology, Madras. His research interests are in TQM, Organizational Behavior and Industrial Psychology. He has published several articles in international journals. He has published research articles in the area of TQM, HRM Practices, Change Management, etc., in Journals such as Total Quality Management, International Journal of Production Research, International Journal of Bank Marketing, International Journal of Service Industry Management, Journal of Services Marketing, International Journal of Human Resource Management, and Journal of Transnational Management Development.     

Exploring HRM Meta‐Features that Foster Employees' Innovative Work Behaviour in Times of Increasing Work–Life Conflict

Today, employees' innovative work behaviour (IWB) is critical for companies' success. However, employees increasingly experience work–life conflict (WLC) which negatively influences performance at work. Human resource management (HRM) has the potential to foster employees' engagement in innovative activities and to reduce tensions between work and private life simultaneously. Our paper aims to advance understanding under which conditions these relations occur by exploring HRM meta‐features. These are defined as overall characteristics of an HR system helping companies to communicate the content of HR practices in a way that leads to desired interpretations by employees. Using a qualitative, interview study approach, we find that HRM contributes to IWB and diminishes feelings of WLC mainly through the four meta‐features ‘individual orientation’, ‘discretion orientation’, ‘effort orientation’ and ‘expectancy orientation’. We link our findings to extant literature and provide suggestions for managers how these meta‐features can be put into organizational practice.     

The impact of EDI implementation commitment and implementation success on competitive advantage and firm performance

Abstract. Electronic Data Interchange Systems (EDI) are increasingly being used by business firms to improve operations and customer service. One of the major motivations for business organizations using EDI is to gain a strategic advantage in the marketplace. Although EDI has been implemented by many organizations, unfortunately not all have gained the same level of expected advantage or envisioned benefits.
In this study we focus on the impact of EDI implementation commitment and implementation success on competitive advantage and firm performance. We study two categories of companies: companies that initiate the development of EDI and are known as hub companies and those that are their non-hub counterparts. Findings indicate that non-hub firms may not reap the same level of expected benefits resulting from EDI technology adoption and implementation as hub firms.     

TQM: A facilitator to enhance knowledge management? A structural analysis

This study aims to examine the multi-dimensional relationship of total quality management (TQM) and knowledge management (KM) in both service and manufacturing firms in Malaysia. Six key practices of TQM originated from the Malcolm Baldrige National Quality Award (MBNQA) were chosen; whereas the KM elements were made up of knowledge acquisition, distribution and application. Data were gathered from small, medium and large firms from both manufacturing and service sectors. Structural analysis was carried out for the hypotheses and the theoretical model testing. Findings show that strategic planning and human resource management have a positive and significant relationship with the dimensions of KM; whereas process management has significant effects on knowledge acquisition and knowledge distribution. Practically, the findings provide a useful direction for the management team in the manufacturing and service sectors by adopting the relevant TQM practices to further improve the firms’ knowledge management processes. Through a deeper comprehension on the association between TQM practices and the KM dimensions, the management team of these firms can focus their attention, efforts and resources on the specific TQM practices that can ensure successful KM process.     

Quality management and the work environment: an empirical investigation in a public sector organization

The integration of quality management initiatives, particularly total quality management (TQM), and ergonomics has received increasing attention from scholars and practitioners. Above all, the question of how TQM programs relate to ergonomic aspects of organizational design and culture is at the center of this discussion. This study examines how elements of a "typical", Deming-inspired, TQM program in the public sector interact with the work environment. Elements of the TQM program were defined and measured using the Malcom Baldridge Award criteria. The specific elements examined were "Management Support of Quality", "Information and Analysis", "Human Resources", "Processes and Quality Results", and "Customer Focus and Satisfaction". The relationship between these TQM elements and the work environment were defined through five separate hypotheses. The work environment was described by the constructs "Supervisor Support", "Task Clarity", "Task Orientation", and "Innovation". Data were obtained through survey questionnaires administered to employees of four departments in a municipal government organization. Results supported three of the hypotheses, but produced some unanticipated outcomes with regard to the other two. Namely, "Management Support of Quality" was significantly related to "Supervisor Support", "Task Orientation", "Task Clarity" and "Innovation"; "Human Resources" was significantly related to "Supervisor Support"; "Processes and Quality Results" was significantly related to "Task Orientation" and "Innovation". Contrary to predicted "Information and Analysis" was negatively related to "Innovation", and "Customer Focus" was unrelated to any of the outcome variables. The relationships between these TQM elements and work environment dimensions are discussed. Implications for TQM and ergonomic practice are analyzed, and directions for future research proposed.     

The moderating role of just‐in‐time on sociotechnical practices' effect over quality and workers' health

Sociotechnical (ST) theory emphasizes the notion that the design and performance of new systems can be improved, and can only work satisfactorily within an organization if the social and the technical aspects are brought together and treated as interdependent aspects of a work system. The implementation of lean manufacturing (LM) principles and practices has become popular, despite increasing demand on the current and emerging workforce to achieve higher levels of quality and flexibility with lower costs. Exploratory studies that investigate how LM practices influence the effect of ST practices on performance are still scarce, and a holistic view of such a relationship is needed. In this context, this study aims at verifying the moderating effect of just‐in‐time (JIT) practices on the relationship between ST practices and the performance of quality and workers' health. We carried out a survey with 144 different companies from Southern Brazil that are undergoing a lean implementation. Results indicate that ST practices have a positive significant relationship with such performance, and the concurrent adoption of JIT does not undermine quality and workers' health.