PurposeThe primary objective of this research is to explore whether total quality management (TQM) firms execute various quality management practices significantly differently from non‐TQM firms in the Association of South East Asian Nations (ASEAN) automotive supply chain. The study also aims to analyze differences between different tiers of this supply chain and to examine the relationship between the implementation of quality management systems and adoption of TQM.Design/methodology/approachA total of 165 datasets collected from ASEAN automotive Original Equipment Manufacturers (OEMs) and their tier 1 and 2 suppliers in five ASEAN countries were tested by using cross‐tabulation analysis and ANOVA with post hoc test.FindingsThe results show that firms that have successfully implemented the concept of work standardization or process‐approach through quality management systems (QMS) certification have tended to pursue TQM as the subsequent stage in their quality journey. In addition, the study found that all seven TQM practices – leadership; strategy and planning; customer focus; information and analysis; people management; process management; and supplier involvement – were significantly higher in TQM firms than in non‐TQM firms. Finally, the study found that tier 3 suppliers were less likely to implement TQM practices compared with higher tiers (1 and 2), except in supplier involvement.Originality/valueThe study presents an insight into TQM constructs evolution in the ASEAN region, which has gained increased prominence and world impact as a result of international outsourcing. It therefore addresses a significant gap in the literature about how quality management is deployed in this important region of the world.

Purpose The purpose of this paper is to propose an approach to evaluate product performance of returned products, using four key performance attributes as the basis for improving sustainability through product recovery. Design/methodology/approach A fuzzy logic approach is developed to account a trade-off scenario for a manufactured product with recovery options. This approach is demonstrated using a numerical example and is validated using a case study in the automotive parts and components industry. Findings Product utilisation value (PUV) is found to be a useful index that manufacturers can use to assess product recovery options, as it brings together a number of conflicting parameters into a rationalised value for decision making. In addition, PUV provides a rationalised approach for comparing and selecting the most appropriate recovery configuration option. Research limitations/implications The authors only utilise four key performance measures to derive PUV. Further research is needed to modify and incorporate other measures that are important to decision makers to improve sustainability in manufacturing supply chains. Practical implications The proposed approach may motivate decision makers to consider sustainable recovery options by comparing PUVs of products for primary and secondary markets. The case study demonstrated the conflict and complexity organisations face in a global supply chain of a competitive industry. Originality/value The authors propose an approach to optimise trade-off considerations of selected performance attributes through PUV. This PUV as a benchmark can help improve recovery of the returned products and reduce landfill.

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This paper reviews the literature and exhibits finding from case studies to provide a broad overview of learning and knowledge creation in the context of continual improvement. First, we describe Knowledge-Based View (KBV) theory and its application in the context of Continual Improvement (CI) initiatives such as Quality Control Circles (QCC), Kaizen, Business Process Engineering, and Six Sigma™ from literature. We then propose an integrated view of knowledge creation using Nanoka's theory of knowledge creation to provide insights on how the CI initiatives are supported by this theory, which later lead to improve the operational and organization outcomes. The case studies of three manufacturing companies, which implemented CI program and multi-certified management systems, are then presented to illustrate how KBV can be applied to support CI initiative. This embedding operations learning is a complementary to the organization's knowledge management system facilitating sustainable CI projects.

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