Barriers to Total Quality Management for sustainability in Indian organizations

Kumar, Vineet; Verma, Pratima; Mangla, Sachin Kumar; Mishra, Atul; Chowdhary, Dababrata; Sung, Chi Hsu; Lai, Kuei‐Kuei

doi:10.1108/ijqrm-10-2019-0312

Cited by 39 publications

(42 citation statements)

References 80 publications

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“…Likewise, one of the Baldrige Foundation's criteria for performance excellence is the role of leaders in creating an organizational focus on action, including transformational change in an organization's structure and culture. The importance of leadership in TQM implementation is also demonstrated by the fact that the primary causes of TQM failure are attributable to management weaknesses or having an unsupportive leadership role (Dilawo and Salimi, 2019; Krajcsák, 2019; Kumar et al , 2020). The success of TQM implementation is dependent, to a great extent, on the appropriate leadership style.…”

Section: Introductionmentioning

confidence: 99%

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

Bouranta

2020

TQM

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PurposeThe purpose of this paper is to fill a gap in the existing literature that relates leadership style to total quality management (TQM) focus. Specifically, the study evaluates whether and how leadership style may affect the implementation of TQM practices.Design/methodology/approachA structured questionnaire was used to collect data from employees of different organizations operating in the manufacturing (n = 156) and service sectors (n = 147). Exploratory and confirmatory factor analyses as well as structural equation modeling were adopted to test the hypothesized research model.FindingsThe results revealed that transformational leadership has a positive impact in the implementation of TQM practices (e.g., customer focus, process management, human resource management, strategic planning and learning). It was also found that, regardless of industry type, manufacturing or service, transformational leadership has a significantly positive influence on TQM practices. In addition, it was noted that manufacturing companies showed a higher level of TQM practices than did service companies.Originality/valueThis study represents, to the best of the author’s knowledge, the first empirical examination of the relationship between transformational leadership and TQM in the service and manufacturing industries, with the goal of determining the differences between these two sectors. The study's conclusions may be useful for service and manufacturing organizations in achieving more effective leadership in the implementation of TQM.

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Section: Introductionmentioning

confidence: 99%

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

Bouranta

2020

TQM

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“…The competition has increased at all levels of customer satisfaction viz. cost, quality, speed and variety (Kumar et al, 2020). Even the functional products which relied on cost-optimized delivery at times have to compete on speed and extra quality aspects.…”

Section: Customer Relationshipmentioning

confidence: 99%

Designing supply chain performance system: a strategic study on Indian manufacturing sector

Jha

Sharma

Kumar

et al. 2021

SCM

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Purpose A well-designed supply chain performance measurement system, should account for not only the capabilities and performance attributes of the focal firm but also its supply chain partners. The purpose of this paper is to help design a system that strikes a balance between the strategic objectives of the focal firm and its supply partners vis-à-vis the requirements of supply chain performance (cost, quality, speed and customer taste). Design/methodology/approach A theoretical framework on the strategic supply chain performance measurement system is developed based on existing literature and subsequently tested using a survey on 136 successful manufacturing organizations in India. The organizations were clustered into three strategy types and compared using analysis of variance on ranks to look for differences in preference for performance parameters. Findings The study examined the five dimensions of the supply chain practices, namely, strategic supply/distribution network, customer relationship, internal operations, information sharing and social and environmental responsiveness. The empirical results demonstrate the inclusion of business strategy orientation in designing today’s supply chain and hence its performance measurement system. Not supported hypotheses were addressed in the light of contextual factors. Research limitations/implications The study is confined to finding preferences of non-financial aspects of supply chain performance and tier-1 suppliers. The research helps better design and benchmark supply chain performance metrics, based on the strategic choice of the firm. Originality/value This paper highlights the shortcomings in the existing performance measurement and gaps in the existing literature in the supply chain context. Further, it gives a holistic view of strategic supply chain performance measurement design.

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“…Many research and studies are published every year related to the factors responsible for the success or not success of TQM implementation (Sreedharan and Sunder, 2018;Talapatra and Uddin, 2019). Kumar et al (2020b) and Bou and Beltran (2005) found the reasons that organizations give little awareness to human resource practices and develop quality culture from the manufacturing companies.…”

Section: Introductionmentioning

confidence: 99%

Addressing strategic human resource management practices for TQM: the case of an Indian tire manufacturing company

Verma¹,

Kumar²,

Mittal³

et al. 2021

TQM

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PurposeThis study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.Design/methodology/approachSemistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.FindingsThe findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.Practical implicationsThe findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.Originality/valueThe novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.

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Barriers to Total Quality Management for sustainability in Indian organizations

Cited by 39 publications

References 80 publications

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

Does transformational leadership influence TQM practices? A comparison analysis between manufacturing and service firms

Designing supply chain performance system: a strategic study on Indian manufacturing sector

Addressing strategic human resource management practices for TQM: the case of an Indian tire manufacturing company

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