Unleashing the Potential of the TQM and Industry 4.0 to Achieve Sustainability Performance in the Context of a Developing Country

Saha, Palash; Talapatra, Subrata; Belal, H. M.; Jackson, Victoria

doi:10.1007/s40171-022-00316-x

Cited by 49 publications

(31 citation statements)

References 124 publications

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“…Rüßmann et al (2015), in their key work on the future scopes of I4.0 in manufacturing, proposed nine “foundations” regarding I4.0 technologies: autonomous robots, IoT, cloud computing, cybersecurity, big data, horizontal and vertical integration, additive manufacturing, simulation and augmented reality. These identified foundations are also validated by many other I4.0-related works (Kamble et al , 2019; Culot et al , 2020; Ammar et al , 2021; Pozzi et al , 2021; Di Maria et al , 2022; Saha et al , 2022). Table 2 summarizes the key I4.0 foundations and technologies addressed in this research.…”

Section: Theoretical Backgroundsupporting

confidence: 56%

Examining the viability of lean production practices in the Industry 4.0 era: an empirical evidence based on B2B garment manufacturing sector

Saha

Talapatra

Belal

et al. 2023

JBIM

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Purpose This study aims to investigate the influence of the interrelationship between the deployment of Industry 4.0 (I4.0) technologies and the application of lean production (LP) practices on the degree of organizational sustainability performance (SP) enhancement of the Bangladeshi ready-made garment (RMG) sector. Design/methodology/approach Previously, researchers have applied the resource-based view (RBV) or dynamic capability view (DCV) to describe the interaction of resources and capacities (technologies, management practices, SP) to analyze their effectiveness. However, in light of several contemporary academic discussions, this study contends that these organizational views are inappropriate for explicating SP. Hence, as the foundation of this study’s theoretical framework, the authors used the practice-based view (PBV), which is recommended as a useful window to evaluate the function of practices that are common and simple to emulate in execution. To test the theoretical framework and research hypothesis, this study used partial least square (PLS) analysis. For that, the authors carried out a systematic survey to collect data from 80 Bangladeshi RMG factories. Findings The results of this research imply that LP is a crucial factor in enhancing organizational SP. Moreover, the results also indicate that the adoption of I4.0 technologies along with LP can assist in delivering the lean objectives more efficiently and, therefore, the combined application of LP practices and I4.0 technologies play a significant role in enhancing organizational SP. Originality/value Though the present literature indicates the probable significant association between LP and SP or I4.0 technologies and SP, no study, with the best of the authors’ knowledge, has empirically examined the combined impacts of correlation between LP and I4.0 on SP. This is also a unique study to apply the PBV theory to explain the organizational SP through the combination of common resources and technologies.

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Section: Theoretical Backgroundsupporting

confidence: 56%

Examining the viability of lean production practices in the Industry 4.0 era: an empirical evidence based on B2B garment manufacturing sector

Saha

Talapatra

Belal

et al. 2023

JBIM

Self Cite

View full text Add to dashboard Cite

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“…, 2022a). It prevents injuries and deaths of workers and delivers a better health and safe environment for employees (Saha et al. , 2022; Wu et al.…”

Section: Literature Reviewmentioning

confidence: 99%

“…TPM uses preventive maintenance techniques that help to prevent machine breakdowns, leading to a reduced number of accidents within the workplace (Talapatra et al, 2022a). It prevents injuries and deaths of workers and delivers a better health and safe environment for employees (Saha et al, 2022;Wu et al, 2015). TPM also promotes effective communication between employees and offers a swift relationship between different levels of employees (Agustiady and Cudney, 2018;Sahoo and Yadav, 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

Investigating the influence of total productive maintenance key success factors on the social sustainability dimension of manufacturing SMEs

Samadhiya

Agrawal

Garza‐Reyes

2023

BIJ

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PurposeKey success factors (KSFs) of total productive maintenance (TPM) have historically played a vital role in attaining economic and ecological sustainability but have overlooked social sustainability. Hence, this study analyses and ranks the most significant TPM KSFs for attaining social sustainability in manufacturing small and medium enterprises (SMEs).Design/methodology/approachThe research employs a deductive methodology to identify the relevant TPM KSFs and social sustainability indicators and then uses Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) to rank the TPM KSFs in order to achieve social sustainability, followed by a sensitivity analysis to assess the methodological robustness.FindingsThe findings indicate that the top five TPM KSFs influencing social sustainability are employee health and safety, organizational culture, top management commitment, employee engagement and effective communication and effective workplace management. In addition, the results indicate that effective equipment utilization is the least significant TPM key factor affecting social sustainability.Research limitations/implicationsSME manufacturing managers do not need to worry about all of the TPM KSFs if they only concentrate on the ones that will have the most impact. If managers use the top 5 TPM KSFs as a starting point, they may create customized TPM training programs for their companies. As a result, this will facilitate the efforts of their personnel toward social sustainability.Originality/valueIn the existing literature, little emphasis has been paid to social sustainability and how SMEs may implement these practices. This research adds to the current theory of TPM and social sustainability and sheds light on how SMEs might use TPM to advance toward more socially sustainable operations.

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“…The construction industry is a highly competitive environment and often driven by price mechanisms (Talapatra et al ., 2019; Larson and Drexler, 1997). It results in pressure on AEC organisations for various reasons, for example, unbalanced risk allocations in contract provisions which are often structured to favour clients (Saha et al ., 2022). These conditions lead to conflict and adversarial relationships between AEC industry stakeholders, as supply chains intend to maintain acceptable profit margins (Mashali et al ., 2022a).…”

Section: Literature Reviewmentioning

confidence: 99%

Team leader survival syndrome, tenure and management styles towards professional subordinates on construction megaprojects; sustainability and corporate governance

Evans

Farrell

2023

BIJ

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PurposeThe modern construction industry is highly competitive and cost driven, with tangible adversarial relationships between projects' contractual parties at individual and organisational levels; there are conflict of interest as people to survive. Accordingly, team leaders on construction megaprojects (CMPs) in multinational engineering organisations strive to survive in such competitive markets. The research’s aim is to investigate relationships between team leaders' tenure and management styles towards professional subordinates on CMPs and elaborate how corporate governance can optimally address this conflict of interest and adversarial relationships.Design/methodology/approachThe research methodology adopted processes of inducting theory using case studies. A qualitative approach was adopted as a primary data collection and analysis source. It involved case studies through primary data collection in semi-structured face-to-face interviews with 38 professional subordinates (interviewees) to discuss impacts of team leaders' tenure on their management style (a five-team leader, case studies). The research methodology is based on building theories from case study grounded theory research methodologies.FindingsThe research introduced the notion that team leader survival syndrome is pronounced and evidenced by adversarial reactions towards new or experienced professional subordinates where team leaders perceive professional subordinates, especially at senior technical levels, as potential risks that jeopardise their positions and employment survival possibilities. The syndrome is proven based on real-life case studies; it is constant, tangible and serious disorder of attitudes and behaviours. Longer tenure stimulates and accelerates these phenomena and syndrome, with 58% of team leaders exhibiting such syndromes. Optimum employee tenure is between 7 and 10 years. Corporate governance provides good resolution practices.Research limitations/implicationsThe research implications are useful to construction industry and academia. However, the analysis is limited to the case studies considered in Canada and Qatar. Due to small sample size for both case studies and respondents to the questionnaire survey, it is recommended for future exploration to expand the scope of research to larger sample size and various demographic and geographical locations.Practical implicationsCorporates should acknowledge the presence of team leader survival syndromes. They should thoroughly investigate sociopolitical relationships behind it and seek to understand consequences on professional subordinates. Corporates should also adopt a 360-degree feedback system; they should limit trust given to team leaders in this regard to responsible trust, to eliminate manipulation. Team leaders are perceived as being not always truthful and misrepresent capabilities and performance of their professional subordinates to senior managers. Corporate governance holistic multidimensional perspectives are required to provide resolutions of team leader survival syndromes.Originality/valueThe research has discovered a phenomenon that team leaders on CMPs in architecture, engineering and construction (AEC) organisations, prompted by virtue of long tenure in corporates or by power of their managerial level in organisations, perceive their professional subordinates, especially senior technical employees, as potential risks. It is thought promoting them would put their own positions and security of tenure at risk. Hence, team leaders act adversarially, to enhance their own survival prospects. This research introduced the novel team leader survival syndrome and introduced analyses, practical implications and recommendations.

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Unleashing the Potential of the TQM and Industry 4.0 to Achieve Sustainability Performance in the Context of a Developing Country

Cited by 49 publications

References 124 publications

Examining the viability of lean production practices in the Industry 4.0 era: an empirical evidence based on B2B garment manufacturing sector

Examining the viability of lean production practices in the Industry 4.0 era: an empirical evidence based on B2B garment manufacturing sector

Investigating the influence of total productive maintenance key success factors on the social sustainability dimension of manufacturing SMEs

Team leader survival syndrome, tenure and management styles towards professional subordinates on construction megaprojects; sustainability and corporate governance

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