Development of an integrated quality management Framework for manufacturing organisations

Khamkham, Mohamed

doi:10.7190/shu-thesis-00015

Cited by 2 publications

(21 citation statements)

References 63 publications

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“…However, 244 (92.42%) questionnaires were completed and returned within a given time frame, a response rate (percentage) considered to be very high and acceptable. This is supported by Saunders et al (2009), Khamkham (2017) as they stated that a percentage or response rate needs to be relatively above average. Thus, it is more than enough to receive appropriate feedback to validate and improve the proposed framework and execution procedure.…”

Section: Methodsmentioning

confidence: 91%

“…For example, Getachew et al (2017) also considered five human and strategic-oriented common practices such as committed leadership, strategic planning, cross-functional training, employee involvement, information and feedback for successful implementation of synergistic model of TQM and JIT. Hailu et al (2018a) Besides, the quantitative study conducted by Khamkham (2017) confirmed that organization structure, customer focus, training and education, top management and leadership support effective communication, middle management involvement, quality commitment, review and tracking performance are the CSFs for successful execution of the integrated quality management framework, LSS and SS-TQM in particular.…”

Section: Drivers To Application Of Integrated Kaizen Philosophy Frame...mentioning

confidence: 93%

“…Other author (Khamkham, 2017) exceptionally developed an integrated quality management (QM) implementation framework by proposing, empirically validating and later integrating two models, such as Lean & SS, and SS & TQM. The study clearly demonstrated that the development of the proposed models and the framework should enable manufacturing organizations to achieve their desired objectives effectively.…”

Section: Existing Integrated Kaizen Philosophy Frameworkmentioning

confidence: 99%

“…Thus, this research will provide an associated result by identifying the most widely found practices of the stated CI programs in literatures. For this case, these most extensively quoted practices of the programs can be divided into unique techniques or practices to all programs separately, and drivers (or social and technical factors or common practices or CSFs) to all the programs as used in (Lopes et al, 2022;Sisay et al, 2021;Dametew et al, 2020;Sahoo and Yadav, 2020;Tilahun et al, 2020;Phan et al, 2019;Hailu et al, 2018a;Masudin and Kamara, 2018;Khamkham, 2017;Tesfaye and Kitaw, 2017;Getachew et al, 2017;Dametew et al, 2017;Nandurkar et al, 2014;Cua et al, 2001).…”

Section: Existing Integrated Kaizen Philosophy Frameworkmentioning

confidence: 99%

“…organization might have different opinion on the same issue due to the difference in their perceptions and knowledge therefore each respondent is considered as an independent case for the further analysis. The questionnaire was derived from the literature, and it was customized from past work carried out by Khamkham (2017). The questionnaire began with a general enquiry into the company's background in relation to respondent's background followed by questions regarding the proposed integrated framework and implementation procedure.…”

Section: Kaizen Philosophy (Ci) Frameworkmentioning

confidence: 99%

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Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Berhe

Gebremichael

Beyene

2023

IJQRM

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PurposeExisting conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.Design/methodology/approachThe study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.FindingsThe research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M2 free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.Research limitations/implicationsAll data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.Practical implicationsThis work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.Originality/valueSo far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.

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Section: Methodsmentioning

confidence: 91%

Section: Drivers To Application Of Integrated Kaizen Philosophy Frame...mentioning

confidence: 93%

Section: Existing Integrated Kaizen Philosophy Frameworkmentioning

confidence: 99%

Section: Existing Integrated Kaizen Philosophy Frameworkmentioning

confidence: 99%

Section: Kaizen Philosophy (Ci) Frameworkmentioning

confidence: 99%

See 3 more Smart Citations

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Berhe

Gebremichael

Beyene

2023

IJQRM

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Empirical investigation of drivers, motivations and barriers for implementation of integrated continuous improvement system: a case of Ethiopian manufacturing industries

Berhe,

Gebremichael,

Beyene

et al. 2024

IJQRM

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PurposeContinuous improvement in an integrated approach is a philosophy developed over decades based on a set of management practices. It comprises enhancement methodologies that escalate success as well as diminishes letdowns. The state-of-the-art literature finds a variety of practices for the execution of continuous improvement (CI) system. However, it is rare to find an empirical study with an inclusive system that considers various practices in one frame for improving competitiveness. With this outlook, therefore, this study aims originally to identify drivers, motivations and barriers for the application of integrated CI system, and then conduct an empirical investigation within the context of Ethiopian manufacturing industries.Design/methodology/approachJustification of the problem, extensive review of literature, identification of practices, developing research framework, investigational analysis of the empirical study using reliability and descriptive statistical analysis and identifying leading drivers (unique practices and common factors), motivations and barriers are the research approaches used in this study. Furthermore, the primary data were collected through a self-administered questionnaire and were analyzed using a statistical package for social science (SPSS) 23 and the findings were triangulated to relate to the existing state-of-the-art literature.FindingsThe findings indicate 17 common factors associated with human, strategic, operational, technology, structure, resource and information factors; 21 unique practices of just-in-time (JIT), lean-six sigma (LSS), supply chain management (SCM), total productive maintenance (TPM), and total quality management (TQM) methodologies; 20 barriers connected with internal and external issues and 17 motivations linked to operational, innovation and business results are identified. In general, the empirical analysis discovers the practices are noteworthy and commonly supported by a least of 52% of the respondents. As a result, the first five prominent common factors, barriers, unique practices and motivations are also supported by a minimum of 72%, 73.9%, 65.8% and 75% of the respondents, respectively.Research limitations/implicationsEven though this is the first-ever study in the Ethiopian manufacturing sector with the focus on integrated CI practices of JIT, TQM, TPM, SCM and LSS initiatives, some limitations have existed and the major limitations of the study are, targeted merely small number manufacturing companies despite the fact that there are hundreds of companies implementing CI system in Ethiopia, and the data collected were only based on the perception of the respondents, and other information’s like annual reports was not employed to support the findings.Practical implicationsThe findings of this study underlined that the implementation of drivers in relation to common factors and unique practices supported by exterminating barriers in manufacturing industries of Ethiopia enables to enhance competitiveness through attaining operational, innovation and business results though it requires a practical case application to prove this perception-based analysis.Originality/valueThough there are a number of studies published on integrated continuous improvement, currently it is found that there is no literature focused on the identification and empirical investigation of drivers (common factors and unique practices), motivations and barriers for application of integrated CI system with the focus of JIT, TQM, TPM, SCM and LSS initiatives. Therefore, this is the first-ever study, and the empirical analysis of the study discovered that identified practices are providing valuable insights for manufacturing industries which will be on board on this voyage including institutions, practitioners and other sectors.

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Development of an integrated quality management Framework for manufacturing organisations

Abstract: Saad, M.S. and Khamkham, M. (2016). "A conceptual model for successful implementation of lean Six-Sigma for manufacturing organisations".

Cited by 2 publications

References 63 publications

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

Empirical investigation of drivers, motivations and barriers for implementation of integrated continuous improvement system: a case of Ethiopian manufacturing industries

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