Manufacturing practices and performance

Md. Mazharul Islam · Azharul Karim

67 citations0/0 files storedInternational Journal of Quality & Reliability Management

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Quality and Supply Management Management and Optimization Techniques Management Systems and Quality Improvement

Abstract

Purpose This exploratory study aims to investigate relationships of current manufacturing practices and their performance with the size of the manufacturing organizations. The study also seeks to identify the practices that significantly influence their manufacturing performance. Design/methodology/approach Relationships of current manufacturing practices and their performance are investigated using established scales including competitive advantage, quality and reliability practices, advanced quality practices, supplier relationship, field data and information exchange, product data management, manufacturing performance. Descriptive statistics, ANOVA and regression model were used in order to fulfil the objectives of the study. The survey was administered to top managers across the manufacturing industry. Findings The results of the study indicate that there are significant differences in the strategic approach of small and medium (SMI) and large industries (LI). In terms of manufacturing performances, SMIs are marginally ahead of large industries (LIs). SMIs consider product quality and reliability as a basic competitive advantage, while LIs consider company reputation as the import competitive dimension. Research limitations/implications Possibility of method variance or response biases are limitations of this study, as all data are drawn from employee surveys, and there is some selection bias, as it was not possible to directly compare respondents with non‐respondents. Originality/value This study makes a significant contribution to the manufacturing practices and performance literature by providing further statistically significant evidence of the relationships of current practices and performance across the size of industries.

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References

1995The Impact of Quality Management Practices on Performance and Competitive Advantage 1989The PIMS principles: Linking strategy to performance 1983Product Quality, Cost Position and Business Performance: A Test of Some Key Hypotheses 1996IMPROVING LABOR PRODUCTIVITY: HUMAN RESOURCE MANAGEMENT POLICIES DO MATTER 1998Innovations in Performance Measurement: Trends and Research Implications.1998TQM impact on quality conformance and customer satisfaction: A causal model 1998Agile manufacturing: Enablers and an implementation framework 1997The Performance and Competitive Advantage of Small Firms: A Management Perspective

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