The relationships among JIT, TQM and production operations performance

Chen, Zhixiang

doi:10.1108/bpmj-09-2014-0084

Cited by 30 publications

(33 citation statements)

References 96 publications

(158 reference statements)

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“…To summarize, it is crucial to view JIT production and TQM as mandatory determinants of flexibility performance. Previous studies perceive JIT production as a cost focus strategy and TQM as a quality focus strategy, and their integration is an important foundation of the lean production system [90]. This study extends that perspective by stating that JIT production and TQM are interdependent.…”

Section: Discussionmentioning

confidence: 51%

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Effect of Total Quality Management Practices and JIT Production Practices on Flexibility Performance: Empirical Evidence from International Manufacturing Plants

Phan

Nguyen

et al. 2019

Sustainability

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This paper presents the results of an empirical study investigating the relationship between Total quality management (TQM) practices, Just-in-time (JIT) production practices, and flexibility performance in manufacturing companies. Correlation and regression analysis are applied to analyze the data collected from 280 manufacturing plants in 12 countries including China, Finland, German, Italy, Israel, Japan, Korea, Spain, Sweden, Taiwan, United Kingdom, and Vietnam from 2013 to 2015 in the framework of a High Performance Manufacturing Project. The analytical results confirm the closed linkage between TQM, JIT production practices and flexibility performance. Moreover, this study indicates that the effect of JIT production practices on flexibility performance can be strengthened with a higher level of TQM practices. The main findings of this study suggest that flexibility performance can be built up by implementing both TQM and JIT production practices, and TQM should be regarded as the platform to maximize the effect of JIT production on flexibility performance.

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Section: Discussionmentioning

confidence: 51%

“…All JIT practices are strongly correlated with process control, supplier involvement, and customer involvement. The relationship between TQM and JIT has been found in existing literature [36,80,90]. JIT production always seeks to eliminate waste through small lots and keeps the smallest amount of stock.…”

Section: Discussionmentioning

confidence: 99%

Effect of Total Quality Management Practices and JIT Production Practices on Flexibility Performance: Empirical Evidence from International Manufacturing Plants

Phan

Nguyen

et al. 2019

Sustainability

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“…However, other articles have not found a significant relationship between lean practices and business performance (e.g. Chen, 2015;Green Jr. et al, 2014;Danese et al, 2012). The key performance indicators that did not show improvement after LM adoption, according to these articles, were productivity, quality, flexibility, on-time delivery, lead time, profitability and manufacturing unit cost.…”

Section: Literature Review and Formulation Of Research Hypothesismentioning

confidence: 77%

Lean manufacturing and business performance: testing the S-curve theory

Negrão

Jabbour

Latan

et al. 2019

Production Planning & Control

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This article makes a case for the importance of exploring patterns in the relationship between the adoption of lean manufacturing practices and business performance. This relationship has been described as ambiguous, because it has variously appeared to be positive, insignificant, and negative. Accordingly, this article tests this relationship for non-linearity and shows that it follows the S-Curve theory. A survey of manufacturing companies in an industrial cluster in Brazil was undertaken. This region faces infrastructural challenges, such as geographic distance between purchasers and suppliers and a shortage of skilled labor. Despite the conditions, these companies have significantly improved their operational, financial, and environmental performance through the adoption of lean practices. Thus, this article contributes to the literature on lean manufacturing by: (a) furthering the debate on the relationship between lean practices and business performance, and testing its adherence to the S-curve theory (Netland et al., 2015;Netland and Ferdows, 2016) by means of survey research; and (b) simultaneously testing operational, financial and environmental performance as a result of the adoption of lean manufacturing practices. As a consequence of the S-shaped relationship demonstrated, managers need to be aware of the presence of inertial and saturation points in the adoption of lean manufacturing practices, so they can correctly allocate resources for improving the adoption of lean practices.

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“…Review also revealed diversity in the research methodologies and characteristics of the samples adopted for investigating the relationship between TQM practices and BP. The methodologies considered for the investigation were correlation and regression analysis (Parvadavardini et al, 2016;Nair and Choudhary, 2016;Ahmad et al, 2015;Silva et al, 2014), structural equation modelling (Anil and Satish, 2016;Jiménez-Jiménez et al, 2015;Al-Refaie and Hanayneh, 2014;Chen, 2015;Kaynak, 2003), Wilcoxon rank-sum test (Hendricks and Singhal, 2001), and path analysis (Anderson et al, 1995;Flynn et al, 1995). In terms of the unit of the analysis, studies have either focused on firm-level data or plant-level data for investigating the relationship.…”

Section: Literature Reviewmentioning

confidence: 99%

“…For measuring TQM practices, the constructs adopted were leadership commitment (Kaynak, 2003;Douglas and Judge, 2001), employee empowerment (Ugboro and Obeng, 2000;Kaynak, 2003), customer satisfaction (Douglas and Judge, 2001), and process improvement (Powell, 1995;Ahire and Dreyfus, 2000). The measures of BP used for review were success of product innovations (Silva et al, 2014), competitive advantage (Shenawy et al, 2007), employee job satisfaction (Zailani et al, 2007), production and operations performance (Chen, 2015), customer satisfaction (Ugboro and Obeg, 2000), FP (Kaynak, 2003), and market share growth (Curkovic et al, 2000;Sayeda et al, 2010).…”

Section: Samplementioning

confidence: 99%

TQM as business strategy: a meta-analysis review

Prashar

2018

IJPQM

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There is no doubt in the fact that organisations worldwide are currently in the era of total quality management (TQM), but whether it is making a real impact on these organisations' bottom-line remains a much-debated topic in both academic and management forums. In this direction, the study conducted a meta-analytical investigation of the association of TQM practices with firm's performance from the TQM literature by adopting the heuristic approach (Hunter and Schmidt, 1990). The study also examined the role of moderating factors in influencing this association. For the meta-analytical review, 12 empirical studies that had examined the link between TQM practices and firm's performance were sampled. The study adopted the 'random-effects' model using weighted mean of raw correlation coefficient as a measure of the size of the effect. The results showed the existence of association between the TQM practices and the firm's performance and existence of moderators impacting this association.

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The relationships among JIT, TQM and production operations performance

Cited by 30 publications

References 96 publications

Effect of Total Quality Management Practices and JIT Production Practices on Flexibility Performance: Empirical Evidence from International Manufacturing Plants

Effect of Total Quality Management Practices and JIT Production Practices on Flexibility Performance: Empirical Evidence from International Manufacturing Plants

Lean manufacturing and business performance: testing the S-curve theory

TQM as business strategy: a meta-analysis review

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