5 “S” and TQM status in Indian organizations

Vinod Kumar Khanna

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

Abstract

Purpose Ho and Osada state that 5 “S” is the foundation for implementing total quality management (TQM) philosophy and also emphasize that 5 “S” is the primary driver for the success of TQM in any organization. Since the competitiveness of India has been ranked comparatively low worldwide, it shows that Indian organizations may be weak in implementing TQM. The purpose of this paper is to assess the status of TQM, quality tools and 5 “S” in Indian organizations and to study their relationship among three categories of organizations, i.e. “Large”, “Medium” and “Small”. Design/methodology/approach This paper presents the status of 5 “S”, quality tools and TQM in Indian organizations based on 62 organizations. Findings The paper reveals that 5 “S” performance has a direct bearing on the performance of TQM journey. There is a positive correlation among 5 “S” index, usage of quality tools and TQM index. The high 5 “S” index in “Large” category of organization has resulted in high‐TQM index in comparision to “Medium” and “Small” organizations. The weakest link is “Small” category, which has a direct bearing on the overall performance of TQM. Research limitations/implications The investigation and research findings are still exploratory. Future research can focus and study the correlation among 5 “S”, quality tools, and TQM sector wise. Broadly based and larger sample size would provide better picture of 5 “S”, usage of quality tools and TQM status. Originality/value The study has been able to compute 5 “S”, usage of quality tools and TQM index among the three category of organizations and have been able to establish the correlation among 5 “S”, TQM and quality tools. The study has been able to identify that organizations with high‐5 “S” index tend to use high number of quality tools and have high‐TQM index.

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References

2019A Study of the Toyota Production System From an Industrial Engineering Viewpoint 1984The Toyota Production System 1996Characteristics, benefits and shortcomings of four major quality awards 2001Organisational culture and quality improvement 2000Quality performance and organizational culture 1994Why TQM fails and what to do about it 1995The Japanese 5‐S practice and TQM training

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2010Implementation of 5S Practices in the Manufacturing Companies: A Case Study 2010Integrated management systems in Indian manufacturing organizations 2014Implementation of 5S practices: A review 2011Identifying and ranking critical success factors for implementation of total quality management in the Indian manufacturing industry using TOPSIS 2010Current health of quality management practices in service sector SME 2012An exploratory study of 5S: a multiple case study of multinational organizations in Mexico 2017

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