The propagation of quality management concepts in the Indian manufacturing industry: some empirical observations

Mandal, Purnendo; Love, Peter E.D.; Bhadury, Bikash

doi:10.1108/09544780010320232

Cited by 21 publications

(10 citation statements)

References 9 publications

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“…Mechanisms, such as those ingrained within the alliance (e.g. customer-supplier focus and benchmarking, which are components of TQM) can allow effective learning to take place (Hill, 1996;Nesan & Holt, 1999;Mandal et al, 2000). Essentially, the organization, besides being a place where kinds of activities and operations are performed, becomes a 'giant laboratory' where people at all levels are constantly experimenting with and testing new practices and techniques.…”

Section: The Learning Organizationmentioning

confidence: 98%

A model for supporting inter‐organizational relations in the supply chain

Love

Irani²,

Cheng³

et al. 2002

Eng, Const and Arch Man

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract The construction industry is highly fragmented and adversarial in nature, which has resulted in it being criticized for its poor project performance and lack of innovation. To improve performance, particularly interorganizational relations, organizations need to consider the formation of alliances with their project partners. Some construction organ-izations are beginning to initiate short-term alliances with their customers and suppliers as part of a supply chain management strategy. However, such short-term alliances inhibit feedback, which in turn supports learning and the development of mutual trust and cooperation. It is proffered that construction organizations should consider developing long-term alliances, so as to enable parties to form learning alliances. The implications of forming different types of strategic alliances/partnering in construction are discussed. An inter-organizational model that can be used to support learning and is founded on the principles of total quality management (TQM) is described. A case study is used to demonstrate that cooperative relationships can be used to cultivate a culture for reflective learning and mutual trust, beyond merely project-specific performance improvements.

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Section: The Learning Organizationmentioning

confidence: 98%

A model for supporting inter‐organizational relations in the supply chain

Love

Irani²,

Cheng³

et al. 2002

Eng, Const and Arch Man

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“…Difficulties in creating a supportive culture is one of the most frequently mentioned obstacles to TQM implementation (Mandal et al, 2000;Tata and Prasad, 1998). TQM initiatives will not succeed unless rooted in a supportive organisational culture ( James, 1992).…”

Section: Difficulties In Changing Organisational Culturementioning

confidence: 99%

Why TQM programmes fail? A pathology approach

2014

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Purpose-Implementing total quality management (TQM) is not without difficulties and achieving its promised benefits is not easy. The purpose of this paper is to identify the barriers to TQM successful implementation. Design/methodology/approach-A literature review has been done to explore the major reasons for the failure of TQM programmes. Findings-An examination of 54 TQM empirical studies identified 54 obstacles to successful TQM implementation. There are both theoretical and practical difficulties in applying TQM in organisations. An ineffective TQM package, inappropriate TQM implementation methods and an inappropriate environment for implementing TQM are the main reasons for TQM failure. The most frequently mentioned reasons for TQM implementation failures include insufficient education and training, lack of employees' involvement, lack of top management support, inadequate resources, deficient leadership, lack of a quality-oriented culture, poor communication, lack of a plan for change and employee resistance to the change programme. Research limitations/implications-The review was limited to articles written in English language during the past 30 years (1980-2010). Practical implications-TQM does deliver better performance when an appropriate model of TQM is appropriately implemented in a supportive environment. The findings of this paper provide managers with a practical understanding of the factors that are likely to obstruct TQM implementation. Managers should overcome these barriers to achieve the TQM benefits. Originality/value-Understanding the factors that are likely to obstruct TQM implementation will help organisations in planning better TQM models.

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“…Factor wise analysis of product quality in Indian industries (Motwani et al , 1994), ascribe towards satisfactory performance. Mandal et al (2000), dilating on the status of quality management practices in India, expresses similar viewpoints. It is concluded that with the liberalization of the Indian economy, India has seen spurt in the application of quality concepts.…”

Section: Quality Changes In Industriesmentioning

confidence: 90%

A holistic approach to quality success in developing nations

Wankhade

Dabade

2005

The TQM Magazine

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PurposeRecently, Nobel Prize‐winning research in information economics has revealed that information asymmetry is instrumental for quality uncertainty, which is more crucial in developing nations. In this backdrop, aims to explain market mechanisms for various informational ambiences. Also, the paper aims to deal with quality management progress in developing countries. Factors responsible for quality success are identified and correlated.Design/methodology/approachSystem thinking is attempted in order to study information asymmetry repercussions on quality paradigm.FindingsQuality success, particularly in developing nations, depends on many factors and there is a need to assimilate these related strands.Originality/valueImplications for holistic quality success are offered.

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The propagation of quality management concepts in the Indian manufacturing industry: some empirical observations

Cited by 21 publications

References 9 publications

A model for supporting inter‐organizational relations in the supply chain

A model for supporting inter‐organizational relations in the supply chain

Why TQM programmes fail? A pathology approach

A holistic approach to quality success in developing nations

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