A framework of quality management practices for Indian service SMEs

Basu, Rana; Bhola, Prabha; Das, Manik Chandra

doi:10.1080/10686967.2019.1689798

Cited by 14 publications

(14 citation statements)

References 58 publications

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“…Our findings are in line with previous studies that elicit the positive impact of quality practices on performance (Asif, 2019;Shokri and Nabhani, 2019;Basu et al, 2020;Jim enez-Jim enez et al, 2020). This is an important finding and provides empirical support from a global perspective.…”

Section: Theoretical Contributionssupporting

confidence: 92%

“…Quality practices have been presented throughout the literature as a multifaceted concept, that focuses on quality wide improvement principles within the organisation (Asif, 2019;Basu et al, 2020). There is a plethora of studies that explored their impact on operational performance (Asif, 2019;Kaur et al, 2019;Khan et al, 2019;Shokri and Nabhani, 2019).…”

Section: Quality Practices Impact On Production Swiftness and Evennessmentioning

confidence: 99%

“…The main challenge is in examining and explaining under which conditions and how these 'patterns of decisions' create competitive advantage (Kulkarni et al, 2019). These decisions or choices that manufacturing companies consider are represented through the investments in manufacturing practices (Da Silveira and Sousa, 2010;Arana-Solares et al, 2019;Basu et al, 2020). The literature debates whether these manufacturing practices represent a set of decisions that companies need to make based on either (1) trade-offs (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Quality and lean practices synergies

Onofrei¹,

Fynes²,

Nguyen³

et al. 2020

IJQRM

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PurposeThe purpose of this study is to investigate the relationship between investments in quality and lean practices, and their impact on factory fitness. Using concepts originating in the theory of swift even flow, this study asserts that manufacturers, in order to improve their production swiftness and evenness, must leverage the potential synergetic effects between quality and lean practices.Design/methodology/approachThis research uses data from the Global Manufacturing Research Group (GMRG) survey project (with data collected from 922 manufacturing plants, across 18 countries). The constructs and measurement model were assessed using confirmatory factor analysis (CFA) and the hypotheses were tested using ordinary least square (OLS) models.FindingsThis study highlights that both investments in quality and lean practices have direct impact factory fitness. The results provide insights into the efficacy of the investments in manufacturing practices and their role in augmenting the operational performance. The investments in quality practices were found to enhance the efficacy of investments in lean practices, which in turn impact the factory fitness.Practical implicationsFrom a practical perspective, the study informs managers on how to leverage investment in quality practices to enhance the impact of lean practice on performance. The results provide empirical evidence to support management decision-making concerning the development of competences in quality and lean practices, which may create competitive advantage.Originality/valueThis study contributes to the quality and lean literature and provides empirical evidence of the synergetic effects between investments in quality and lean practices. The analysis offers a greater understanding of the mechanisms that can be used to maximise the impact of investments in lean practices, from a global perspective. The findings are important to the advancement of theory in operations management, as it integrates three research streams: quality practices, lean practices and swift even flow research.

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Section: Theoretical Contributionssupporting

confidence: 92%

Section: Quality Practices Impact On Production Swiftness and Evennessmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Quality and lean practices synergies

Onofrei¹,

Fynes²,

Nguyen³

et al. 2020

IJQRM

View full text Add to dashboard Cite

show abstract

“…It is also recommended that in cases where firms do not have the capacity, such QM practices should be outsourced to enable them focus on practices where they have competence. As concluded in the study of Basu et al (2020), SMEs that outsourced their IT (creating an efficient QM data-sharing infrastructure) did better in their pursuit of employee performance and customer satisfaction. Because they channelled their competence in human resource management and customer centric activities into improving employee performance and customer satisfaction.…”

Section: Discussionmentioning

confidence: 87%

Direct and indirect impact of quality management on the integrated performance of medium-scale manufacturers

Udofia

Adejare

Olaore

et al. 2021

TQM

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PurposeMost studies on small and medium scale enterprises lump both small-scale and medium-scale businesses together as entirely similar phenomenon, thus creating an oversight of the degree of performance recorded by medium-scale businesses. In line with investigating medium-scale firms' performance, this study examines the role of quality management in the performance of medium-scale firms to evolve research-based recommendation for better performance.Design/methodology/approachCross-sectional survey design and random sampling were employed. Analysis was based on 915 responses obtained via questionnaire copy distribution from employees within the supply chain, production, operations, and marketing/sales department of selected firms. Hypotheses testing was done using the structural equation model.FindingsA positive significant relationship between quality management and operational performance, employee performance, and quality performance dimensions was identified. An insignificant relationship between quality management and financial and innovation performance dimensions was discovered. However, when mediated by employee focus and process management, significant relationships were observed among all performance dimensions.Research limitations/implicationsThe study reveals that employee focus and process management have the greatest mediating impact on the relationship between quality management and the organisational performance of medium-scale manufacturing firms. This study charts the course for other studies to investigate the mediating role of quality management practices on the relationship between quality management and the organisational performance of medium-scale firms in other developing nations. The manufacturing sector has thirteen industries, but only six were captured in this study. This poses a limitation to the generalisation of the findings of this study. Further studies could strive for a representation of every manufacturing industry to aid generalisation purposes.Practical implicationsManagers of medium-scale manufacturing firms must understand that it might be impossible to get a one size fits all approach to improving performance dimensions. Managers are advised to choose one or two performance dimensions as the goal, then focus on achieving them. This will help clarify which path is best to get the desired results and maximise their quality management system.Originality/valueThis study examines the impact of quality management practices on an integrated performance model of medium-scale firms. The study also uniquely examines the mediating impact of exclusive quality management practices on the relationship between quality management and an integrated performance model.

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“…Assim, destaca-se a importância da aplicação de práticas de gerenciamento da qualidade em PMEs (ZHOU; LI, 2020). Além disso, considera-se essencial realizar a mensuração da qualidade dos serviços para o alcance da competitividade sustentável dessas organizações (BASU et al, 2020) pois a ineficiência de fatores como o planejamento estratégico, gestão do negócio, qualificação dos donos e experiência de atuação da empesa no ramo são as principais razões contribuintes à mortalidade de PMEs (SEBRAE, 2016). Embora, as PMEs tenham várias limitações devido à escassez de recursos, é possível que elas alcancem melhor qualidade por meio da utilização adequada de seus recursos disponíveis (ZHOU; LI, 2020).…”

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Proposta de indicadores de melhoria a partir da avaliação da qualidade de serviços em uma empresa de pequeno porte

Herzog

Ribeiro

Paladini

et al. 2021

P&P

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Pequenas e médias empresas (PMEs) fornecem suporte ao crescimento econômico de empresas de grande porte bem como são responsáveis pelo desenvolvimento social a partir da geração de empregos, principalmente em países emergentes como o Brasil. Desta forma, torna-se essencial avaliar a qualidade na prestação de serviços em PMEs. Apesar disso, percebe-se a ineficiência desta prática neste setor. Portanto, este trabalho objetiva propor indicadores de melhorias a partir da avaliação da qualidade nos serviços de uma PME do ramo de reforma de pneus. A metodologia baseou-se no desenvolvimento de uma revisão de literatura e um estudo de caso por meio da observação participante, entrevistas não estruturadas e visitas presenciais à empresa. Como resultado, propôs-se seis indicadores mediante a aplicação de um modelo de avaliação da qualidade de modo a sustentar o gerenciamento das melhorias além de auxiliar a tomada de decisões da PME. Por fim, constatou-se que o controle dos indicadores representa papel fundamental no alcance dos objetivos estratégicos da empresa, proporcionando melhorias no relacionamento com o consumidor à longo prazo.

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A framework of quality management practices for Indian service SMEs

Cited by 14 publications

References 58 publications

Quality and lean practices synergies

Quality and lean practices synergies

Direct and indirect impact of quality management on the integrated performance of medium-scale manufacturers

Proposta de indicadores de melhoria a partir da avaliação da qualidade de serviços em uma empresa de pequeno porte

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