A collaboration concept for TQM implementation in small and medium sized enterprises

Wiklund, Håkan; Wiklund, Pia Sandvik

doi:10.1016/s1096-4738(99)80006-2

Cited by 22 publications

(20 citation statements)

References 14 publications

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“…Não há um programa que permita a todos os funcionários o conhecimento de todo o ciclo produtivo bem como treinamentos para se buscar a multi-funcionalidade (SAVIANI, 1995;WIKLUND & WIKLUND, 1999;JACINTHO, 2004).…”

Section: Universidade Federal De Santa Catarinaunclassified

“…Como conseqüência, atinge-se uma maior flexibilidade. McAdam (1999), Wiklund & Wiklund (1999) e Yusof & Aspinwall (2000 destacam essa flexibilidade como vantagem na implantação de programas de melhorias e na conquista de mercados inviáveis às grandes empresas.…”

Section: Maior Flexibilidade Em Relação àS Grandes Empresasunclassified

“…Como os funcionários o vêem de uma maneira mais próxima, diminuindo assim a distância criada pela hierarquia, os contatos e conversas tornam-se mais freqüentes (SAVIANI, 1995;WIKLUND & WIKLUND, 1999;YUSOF & ASPINWALL, 2000, MARTINS, 2000. As características aqui apresentadas talvez não representem a totalidade das MPEs.…”

Section: Para Yusof and Aspinwallunclassified

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Confronto Entre as Peculiaridades Apresentadas Pela

Anholon

Zoqui

Pinto

et al. 2007

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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RESUMOEste artigo tem por objetivo confrontar as principais características administrativas mencionadas pela literatura com as observadas na prática ao longo da implantação de programas de melhorias em 9 empresas de micro e pequeno porte do Núcleo de Desenvolvimento Empresarial de Jundiaí (São Paulo). Ao longo de um ano, os autores deste artigo observaram por um lado deficiências administrativas como a falta de planejamento estratégico, a confusão entre a pessoa física do empresário e jurídica da empresa, a relação de parentesco na atribuição de cargos, tarefas e, por outro, lado pontos positivos como a flexibilidade, a comunicação efetiva, o contato mais próximo com o cliente, etc. Por meio da implantação de programas de melhorias, as deficiências foram reduzidas e os pontos fortes foram aperfeiçoados. O presente trabalho apresenta as características marcantes à maioria das empresas no início desta implantação e contribui para a literatura do gênero. Palavras-chave:Administração; Qualidade; Micro e Pequenas Empresas. ABSTRACTThe objective of this paper is to compare the main administrative characteristics of micro and small enterprises present by the literature and observed during the improvement programs implantation in nine companies situated in Jundiaí Business Incubator, São Paulo State.During one year, the authors of this paper have observed administrative deficiencies, such as lacks of strategic planning, confusion between the company and entrepreneur money, influence of family relation in promotion or tasks, and others. On the other hand, good aspects were observed such as flexibility, internal easier communication, good relationship with the clients, and so on. By improvement programs implementation, a lot of deficiencies were reduced or eliminated and the conclusions presented by this paper contribute to the micro and small business literature.

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Section: Universidade Federal De Santa Catarinaunclassified

Section: Maior Flexibilidade Em Relação àS Grandes Empresasunclassified

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Confronto Entre as Peculiaridades Apresentadas Pela

Anholon

Zoqui

Pinto

et al. 2007

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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“…Further, Atkinson and Storey (1994), demonstrates that the probability of SME's undertaking training for their workforce appears to increase with size of the enterprises. Particularly external training focuses on deepening the skill base, whereas, according to Wiklund (1999), small firms require greater flexibility from their labor rather than deeper specific skills. Growing and successful SME's seem to behave differently Wiklund (1999).…”

Section: Introductionmentioning

confidence: 99%

“…Particularly external training focuses on deepening the skill base, whereas, according to Wiklund (1999), small firms require greater flexibility from their labor rather than deeper specific skills. Growing and successful SME's seem to behave differently Wiklund (1999). These SME's seem to be more likely to perceive the skill base of their company to be one of its comparative advantages and so might be expected actively to encourage workforce training to greater extent than other firms (Storey, 1994).…”

Section: Introductionmentioning

confidence: 99%

TQM Implementation in Textile Manufacturing Industry to Success: Review and Case Study

Khalid¹,

Irshad²,

Mahmood³

2011

IBR

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This exploratory study has provided an insight into implementation of TQM in Pakistani textile manufacturing industry and factors that were considered to be critical to adoption of TQM. The cross sectional results show that TQM is largely implemented in manufacturing/operating function and little in other functional areas. TQM is a philosophy mainly adopted by large organizations. Whereas, SME businesses are still lagging behind larger one's when it comes to introducing and adopting new managerial philosophy and advanced technology. Many SMEs have stopped at quality system certification, rather than pursing further continuous improvement efforts by adopting TQM. SMEs must understand the need to go beyond the quality system stage and work towards TQM for quality.

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