Abstract
Very little is known of the pattern of spread of quality initiatives and their implementation amongst various functional areas in manufacturing organisations. The knowledge of the actual pattern would have a number of managerial implications with regard to the future quality improvement policies. This paper explains the significance of even (or uneven) spread of quality initiatives amongst functional areas. Evidence is presented to establish that the actual spread, in fact, has been uneven across functional areas in manufacturing organisations – maximum spread in the production area and much less in the other functional areas. The paper discusses the future implications of the observed trends to corporate performance.
Subject
Industrial and Manufacturing Engineering,Strategy and Management,Computer Science Applications,Industrial relations,Management Information Systems
Reference11 articles.
1. Bhadury, B. and Mandal, P. (1997), “Quality management practices in Indian manufacturing industry”, Proceedings of the International Symposium on Manufacturing Management, WMC97, Auckland, New Zealand, pp. 126‐32.
2. Chikan, A. and Demeter, K. (1996), “Services provided by manufacturing – the Hungarian case”, International Journal of Production Economics, Vol. 46‐47, pp. 489‐96.
3. Greenberg, S., Harlan, R. and Veleris, J. (1996), “Process redesign for successful manufacturing turnaround of Shasta industries”, Engineering Management Journal, Vol. 8 No. 2, pp. 7‐12.
4. Kim, I.W. and Im, J.H. (1993), “Manufacturing environments in South Korea, Japan and the USA: a note”, Asia Pacific Journal of Management, Vol. 10 No. 1, pp. 87‐94.
5. Kim, K.Y., Miller, J.G. and Heineke, J. (1997), “Mastering the quality staircase, step by step”, Business Horizons, Vol. 40 No. 1, pp. 17‐21.
Cited by
4 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献