An integrated framework of mimetic pressures,quality and environmental management,and firm performances

Abstract

Manufacturers have extensively recognised the strategic importance of quality and environmental management. However, there is little guidance on how they adopt and exercise both management practices in a way that enhances firms’ performance outcomes. To fill the research gap, this paper empirically investigates the relationships among mimetic pressures, a firm’s quality management practices (QMPs), environmental management system (EMS), and environmental and financial performances. By using a data set collected from 212?U.S. manufacturing firms, this study examines the proposed hypotheses. Our major findings are: first, mimetic pressures are a driving factor for EMS but do not motivate the adoption of QMPs; second, QMPs are an important enabler not only for enhancing firms’ financial performance but also for promoting EMS and environmental performance; and finally, EMS does not influence firms’ financial performance directly, but indirectly does so through enhancing environmental performance. This study contributes to the literature of quality and environmental management and provides practical implications by addressing motivating factors of both QMPs and EMS, and identifying factors for successful environmental management practices.     

Integrating risk and performance management in quality management systems for the development of complex bespoke systems (CBSs)

Abstract

Risk and performance management are at the core of complex bespoke systems (CBSs). CBSs are developed to customer–specified requirements in terms of structure, functionality and conformance. This article examines how risk and performance management are integrated as essential systems in the successful development of projects across multi-organizational functions in complex bespoke system (CBS) organizations. The article argues for the development of a quality management system that consists of two sub-processes: quality control and quality development. Using three case studies from engineering companies, we provide evidence and insights of the way change control, quality development and quality performance are developed in innovating business solutions.     

Application of Design for Six Sigma tools in telecom service improvement

Abstract

Six Sigma is a systematic methodology aiming at operational excellence. Under the general umbrella of Six Sigma, DMAIC and Design for Six Sigma are usually be implemented to improve product and process quality. Facing quality bottlenecks in traditional improvement projects, tools in Design for Six Sigma is an efficient way to achieve better results. In this paper, to meet the high-quality requirement of key clients, a telecom service system improvement project is illustrated by redesigning troubleshooting and service delivery processes in company Shanghai Telecom Co. Ltd. (ST) with the aid of some Design for Six Sigma tools. Company ST improved its service system performance and obtained significant economic benefits from this project implementation. Four key factors that affect the success of Design for Six Sigma tools application in improvement projects are discussed at last.     

Benefits of adopting lean production on green performance of SMEs: a case study

Abstract

Small- and medium-sized enterprises (SMEs) are widely recommended to strive, not only for their performance in operational side, but they need to integrate the environmental dimension. To do that, the literature widely indicates a positive impact of lean practices on green performance. However, very few studies have been carried out in SMEs context. In this view, this paper aims at providing through a practical case study of lean implementation in a real-life small manufacturing company, the information to confirm this synergy between lean and green performance. To achieve this aim, a proposed framework of lean and green integration has been implemented in a SME producing different types of pumps. The results achieved shows that there is a strong correlation between operational metrics improvement and green metrics improvement. Moreover, the benefits of lean practices such as 5S, Kanban, SMED, AM, cellular manufacturing and quality control on green performance are widely demonstrated. Future work could study other processes and explore other case-specific supporting tools and techniques.     

An integrated lean and green approach for improving sustainability performance: a case study of a packaging manufacturing SME in the U.K.

Abstract

Competitive landscape, informed consumers and stringent regulations have forced many manufacturing small- and medium-sized enterprises (SMEs) to focus on operational efficiency along with sustainability issues in recent years. While many manufacturing organisations have been taking lean initiatives for the past few years for operational excellence, an impulsive rush to adopt lean without a strategic deployment vision has led to scattered implementation of lean tools and projects without desired success. Many researchers and practitioners prescribe value stream mapping as a foundation for lean transformation initiatives; however, little empirical work is available on the symbiosis of lean and green paradigms to reap maximum benefits. This research, through a systematic methodology and a novel tool called Green Integrated Value Stream Mapping (GIVSM), integrates both paradigms in a case study on a U.K. packaging-manufacturing SME. Applying the GIVSM demonstrates that simultaneous deployment of lean and green paradigms have synergistic effect for improving both operational efficiency and environmental performance. In addition, continuous improvement framework with sustainable procurement is proposed to overcome the lean-green misalignments. This study also provides a guiding reference for practitioners to undertake similar improvement projects and identifies opportunities to expand this academic research on integrated lean-green approach into other industry sectors.     

Fire and rescue operational effectiveness: the effect of alternative crewing patterns

Abstract

Decreasing demand and reduced budgets are driving changes to traditional crewing methods in the UK Fire and Rescue Service. Using an integration of two years' operational data within a novel framework, this paper assesses the impact of alternative crewing on operational effectiveness in one UK FRS. Changes in crewing patterns were implemented without substantial impact on overall operational effectiveness, but there may be a risk to wider operational resilience. The Overall Effectiveness of Fire Operations (OEFO) assessment tool can inform FRS decision making in an authentic way allowing stakeholder confidence in the outcomes, whilst being timely and not too complex or costly to evaluate. The OEFO approach is an important contribution to practice through its ability to assess public services at a time of challenging reform and demonstrates alterations can be made to crewing patterns to better match demand provided there is consideration of the potential wider impact.     

Improving operational plant performance in international manufacturing networks: the effects of integrative capabilities and plant roles

Abstract

This study adopts the resource-based view to examine how two integrative capabilities of a plant embedded in a manufacturing network enhance operational performance: the capability to connect with other plants in its manufacturing network (a networking capability, NC), and the capability to integrate manufacturing processes with new product development processes (a new product development capability, NPDC). Our model tests the indirect effect of NC on cost, quality, flexibility and delivery through NPDC. Furthermore, we test if the relationship between NC and NPDC depends on the strategic role of the plant. Using survey data from a sample of 521 plants, we confirmed the mediating effect of NPDC. However, the moderation effect was not confirmed. Our findings reveal that plants can deploy NPDC capabilities, fostered by NC, independently from their role in the network. This study contributes to the understanding of plant capabilities and plant roles in manufacturing networks.     

Green supply chain performance measurement using the analytic hierarchy process: a comparative analysis of manufacturing organisations

The main purpose of this research is to develop and deploy an analytical framework for measuring the environmental performance of manufacturing supply chains. This work's theoretical bases combine and reconcile three major areas: supply chain management, environmental management and performance measurement. Researchers have suggested many empirical criteria for green supply chain (GSC) performance measurement and proposed both qualitative and quantitative frameworks. However, these are mainly operational in nature and specific to the focal company. This research develops an innovative GSC performance measurement framework by integrating supply chain processes (supplier relationship management, internal supply chain management and customer relationship management) with organisational decision levels (both strategic and operational). Environmental planning, environmental auditing, management commitment, environmental performance, economic performance and operational performance are the key level constructs. The proposed framework is then applied to three selected manufacturing organisations in the UK. Their GSC performance is measured and benchmarked by using the analytic hierarchy process (AHP), a multiple-attribute decision-making technique. The AHP-based framework offers an effective way to measure and benchmark organisations’ GSC performance. This study has both theoretical and practical implications. Theoretically it contributes holistic constructs for designing a GSC and managing it for sustainability; and practically it helps industry practitioners to measure and improve the environmental performance of their supply chain.     

Supply chain relationship quality and its impact on firm performance

Abstract

This paper examines the impact of supply chain relationship quality (SCRQ) on firm performance (FP) through the mediators of supply chain management processes (SCMP) and supply chain performance (SCP). In the literature, these linkages have been examined separately; in contrast, this study takes a holistic perspective on the antecedents of FP. The model was tested using survey data from manufacturing companies. Variance-based structural equation modelling revealed that both SCMP and SCP lead to FP, unlike SCRQ. On the other hand, SCRQ affects SCMP. Drawing on the resource-based view, consistency in SCRQ can lead to not only efficient and effective supply chain management but also improvements in FP and SCP. This research has practical implications, providing supply chain decision makers with insights on enhancing FP. Supply chain decision makers will be able to benefit from the findings of our study by improving supply chain relationships with supply chain members and ensuring FP. This research also highlights how effective management of SCRQ, SCMP and SCP can provide better FP and a competitive advantage.     

QoS in the internal supply chain: the next lever of competitive advantage and organisational performance

This article presents a research that examines the relationship of quality of service (QoS) and organisational performance in a manufacturing setting. There are few empirical studies that measure QoS in the manufacturing supply chain. A model linking QoS with organisational performance through intermediate variables of satisfaction, loyalty and competitive advantage is introduced and tested in the internal supply chain of three automotive organisations. The research design for this article includes a combination of literature review, exploratory interviews with scholars and practitioners, and a survey of 156 practitioners in three automotive companies in North India. Structural equation modelling has been used for data analysis. This research comes out with four factor scale for internal service quality and six-factor scale for external service quality. The research revealed that employee-driven QoS is a source of value addition that is positively linked with the organisational performance. This study would be of interest to manufacturing industry practitioners interested in internal and external service quality improvements. Future researchers could validate this scale, and empirically test the proposed model.     

Quality and flexibility performance trade-offs between lean and agile manufacturing firms in the automotive industry

Abstract

Firms operating in the automotive industry have traditionally been ascribed with efficiency and high levels of quality, as lean production has been extensively applied within this context, but given the recent dynamics in the automotive sector, there is also a need for high levels of flexibility, widening our attention to agile production. However, when lean and agile production have been explored simultaneously, the quality and flexibility trade-offs have been mixed and unclear. In order to dispel the lean-agile ambiguity, and given that both high levels of flexibility and quality are required within the automotive industry, the purpose of this study was to: (a) Identify the relationship between flexibility and quality; and (b) Explore the quality and flexibility differences between lean and agile production. Primary quantitative data was obtained via a survey and a total of 140 automotive manufacturing firms within the UK returned the survey. Logistic regressions were utilised as the main mode of analysis. Not only was an inverse relationship found between quality and flexibility, but our findings depict two distinctive Business Models (BMs) existing in the automotive industry, one lean and one agile. We advance the lean-agile debate by asserting that lean and agile firms acquire quality (efficiency) and flexibility strengths respectively, and not vice-versa. Given this, we theoretically side with the notion of performance ‘trade-offs’ and contend the idea that capabilities are cumulatively gained. By incorporating an argument built on the strategy literature on BMs and Dynamic Capabilities, we assert that lean and agile firms have evolved to underpin different kinds of competitive advantage within the same industry, but these advantages are placed at different tiers in the automotive supply chain.     

A contingency view on the impact of supplier development on design and conformance quality performance

This study extends contingency theory’s account of organisational size and culture by exploring the relationship between supplier development and internal quality performance. Drawing on supplier development research, the study aims to examine the moderating impact of organisational size and culture on the relationship between supplier development and design and conformance quality dimensions. Using survey data of 518 UK manufacturing organisations, we found that larger organisations with greater access to resources and a strong supply chain orientation culture tend to place the most weight on supplier development programmes which in turn yield higher internal quality performance. These findings contribute to ‘Operations Management Practice Contingency Research (OM PCR)’ and will raise awareness among operations managers of their future sourcing decisions.     

Managing learning and developing management

Dr Alan Mumford is best known in the UK for his pioneering work on managerial learning and board-level development in the corporate sector. After his early career in the construction industry, he worked as an internal management development adviser to a number of UK companies before leaving fifteen years ago to join International Management Centres Europe as a professor. Alan continues to advise as an independent consultant and to devote time to writing. A prolific author, his classic text Management Development: Strategies for Action recently appeared in its fourth edition published by the Institute of Personnel and Development, and his reflections on board-level and senior executive development in Learning at the Top (McGraw-Hill, 1995). Of greatest renown is his collaboration with Dr Peter Honey on developing the Learning Styles Questionnaire and the Manual of Learning Styles (Honey, 3rd edn, 1992) which have become the most frequently used diagnostic and development tools on UK corporate management development programnles. Jean Woodall interviewed Alan at his home in London.

Jean Woodall is Professor of Human Resource Development at Kingston University.     

Critical factors affecting information sharing in supply chains

Abstract

The aim of this paper is to empirically examine a comprehensive list of factors that are anticipated to affect information sharing (IS) in supply chains (SC) in the context of a landlocked developing country Nepal. A survey questionnaire was developed and data were collected from 131 supply chain participants in Nepal. Exploratory factor analysis and path analysis were conducted to examine the fitness of the proposed model and the relationships between the identified factors and information sharing. The results suggest that interaction routines and personal connection influenced both operational and strategic information sharing while organisational compatibility, incentives, project payoffs, commitment (inter-organisational), top management commitment and supply network configuration affected operational IS and government support and monitoring were associated with strategic IS. The paper provides empirical evidence on how information sharing is affected in the context of a landlocked developing country. The paper also identifies and discusses the similarities and differences in the importance of these factors on information sharing between developed and developing countries. The main limitation is the moderate sample size as compared to the large number of variables contained in the study which may have limited the use of analytical tools. The study provides a better understanding of information sharing behaviours of supply chain participants in Nepal which will help firms to develop strategies accordingly to enhance information sharing.     

Performance management of suppliers in outsourcing project: case analysis from the financial services industry

This study investigates the characteristics of an effective performance management framework for outsourcing projects in a UK-based financial services organisation and how this may contribute to the success of the outsourcing arrangement. The analysis draws on outsourcing and performance management theory, and uses both primary and secondary data. Valuable information was found on objective setting, performance measurement and performance improvement in the outsourcing project. An adapted version of the Balanced Scorecard, termed a Logic Scorecard, is suggested as a measurement tool; a service credit system and a continuous improvement schedule used to enhance supplier performance. The performance management framework, which is one of the pillars of the supply chain operations reference (SCOR) model, was developed, and provides practitioners with step-by-step guidance for the implementation of performance management in outsourcing projects. This combines both suggestions for performance management before and after the outsourcing decision, thus considering the entire outsourcing lifecycle. The proposed 10-step framework for outsourcing not only incorporates strategic propositions but also shows its implementation at an operational level.     

A Systemic View of Enterprise

Abstract

Uniqueness of person, organization, and environmental situation is a fact of life. Imitating practices that occurred in a different unique environment does not work well. Improving organizational performance requires managing within the constraints of two sets of variables that are specific to each organization: variables that connect the organization to the environment and variables that support individual human performances. Organizational variables include those relevant to two specific categories of value-adding outputs (the financial marketplace and the consumer service marketplace), and four specific categories of costly but necessary inputs (money, technology, materials and labor). The paper specifies ten guidelines for understanding and managing the interplay between the organizational variables and psychological variables. The guidelines permit systemic organizational and performance management which enables organizational improvement.     

供应商机会主义行为对信息共享与运营绩效的影响

在交易成本理论基础上,构建供应商机会主义行为、信息共享与运营绩效之间关系的理论模型。以广东省珠三角地区189家制造企业为研究对象,利用结构方程模型对供应商机会主义行为、信息共享与运营绩效的关系进行实证研究。将信息共享划分为信息共享内容和信息共享质量两个维度,将运营绩效划分为速度、服务和财务3个维度。研究结果表明,在供应商机会主义行为与信息共享的关系层面,供应商机会主义行为对信息共享内容和信息共享质量均有显著的负向影响;在信息共享与运营绩效的关系层面,信息共享内容和信息共享质量均对运营绩效有显著的正向影响;而供应商机会主义行为对运营绩效有显著的负向影响。根据上述实证研究结论给出供应链企业和政府的相关管理启示。     

Integrating sustainable supply chain practices with operational performance: an exploratory study of Chinese SMEs

Abstract

With growing regulatory and market pressure to implement green practices, SMEs are facing enormous challenges to simultaneously improve operational and green performances of their supply chains. The paper aims to understand the green practices adopted by Chinese SMEs in the packaging sector in order to assess the impact of these practices in improving the operational performance. Case study-based research methodology is adopted and semi-structured interviews are conducted to collect data from seven SMEs in this study. Both in-case and cross-case analyses are performed to understand the green practices being adopted with the focus on improving the operational performance. The findings of this study indicate that although most SMEs understand the importance of green practices, they have limited knowledge to integrate these practices to improve operational performance. Integration and alignment of green activities with the operational improvement measures are identified as critical factors to develop an efficient green supply chain.     

Managing knowledge in supply chains: a catalyst to triple bottom line sustainability

Abstract

Sustainable supply chain management (SSCM) and knowledge management’s (KM) positive role in improving supply chain development and performance have both attracted attention in recent years, the former arguably stimulated by the triple bottom line (TBL). Despite the positive development, there is a paucity of theoretical and empirical studies identifying the broad capabilities that affect a firm’s ability to simultaneously pursue economic, environmental and social success. We use the natural-resource-based (NRBV) and knowledge-based (KBV) views to develop a series of propositions linking KM capability to strategic and operational supply chain sustainability and competiveness and test their veracity with practicing managers (n?=?275). We offer a systematic analysis of KM’s role in the development of SSCM. The findings confirm the credibility of the theoretical propositions and identify how different KM processes specifically facilitate strategic or operational development of SSCs. We provide researchers with a framework to guide future research at the KM/TBL nexus.     

Green supply management and performance: a resource-based view

Abstract

This study develops and empirically tests, from the resource-based perspective, a conceptual framework linking green supply management and performance. The proposed model is tested using data from a sample of 126 automotive manufactures in China. The results suggest that both green purchasing personnel and green supplier selection have a significant positive effect on green supplier collaboration, and that building green collaboration with suppliers is significantly and positively related to both environmental and operational performance. Accordingly, knowledge and skill development of the purchasing function can be recognised as an important resource in building green supply capabilities and performance.