[Jennifer]Summary of the paper about Quality management into the supply chain^25032014
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Transcript of [Jennifer]Summary of the paper about Quality management into the supply chain^25032014
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Paper: A replication and extension of quality management into the supply chain
Group: JENNIFER VU HUONG
Email: [email protected]
Author: Hale Kaynak, Janet L. HartleyPublication: Available online 22 June 2007Journal: International Journal of Operations Management
Subject: Extended enterprise planning
Course: BITM
– General information – Verify the choice
– Purposes– Literature review – Methodology – Results and findings related to extended enterprise
– Content (limitations and contributions)– Appearance (advantages and disadvantages)– Lessons learned
Contents
1 INTRODUCTION
2 SUMMARY
3 DISCUSSION
Introduction – general information
• Hale Kaynak (The University of Texas–Pan American)• Janet L. Hartley (Bowling Green State University)Authors
• Title of the paper: A replication and extension of quality management into the supply chain
• Title of journal: International Journal of Operations Management
Title and journal
• Volume and issue numbers: 2 main issues• Keywords: Quality management; Supply chain management;
Replication research• Number of pages: 22
Other information
• Available online: 22 June 2007Sources
Introduction
Summary
Discussion
Introduction – justify the choice
Structure :
WHY DID WE CHOOSE THE PAPER?
Topic: Quality Management, Supply chain
ClearIntroduction
Summary
Discussion
A Company
A Supply chain
Purposes – 2 main purposes
Introduction
Summary
Discussion
SUPPLIER QUALITY MANAGEMENT
CUSTOMER FOCUS How?
QM practices?
Effe
cts
(Replication previous study to confirm)
Employee relations
Quality Data and Report
Product/Service Design
Supplier Quality
Management
Process Management
Training
Management leadership
Customer focus
RELATIONSHIPS OF 8 QM
PRACTICES
Firm performance
IMPLICATION: The importance of both internal
and external integration in
SCM for quality performance
IMPROVED PERFORMANCE
?
?
Liturature review
Financial and market
performance
Process management
Supplier quality
management
Training
Emplpee Relations
Quality Data and Reporting
Management Leadership
Quality performance
Product/service Design
Inventory management performance
Introduction
Summary
Discussion
8 QM practices and their relationships (confirmed in Kaynak study)
Customer Focus ?
Research model – hypothesis
Financial and market
performance
Process management
Supplier Quality
Management
TrainingEmplpee Relations
Quality Data and Reporting
Management Leadership
Customer Focus
Quality performance
Product/service Design
Inventory management performance
22 HYPOTHESIS OF RELATIONSHIPS (INCLUDE CUSTOMER FOCUS)
Introduction
Summary
Discussion
Research model – hypothesis (cont)
QM practices H Relationships
Management leadership
H1a Positively related to customer focus
H1b Positively related to training
H1c Positively related to employee relations
H1d Positively related to supplier QM
H1e Positively related to product/service design
Training H2a Positively related to employee relations
H2b Positively related to quality data andreporting
H2c Positively related to customer focus
…… …. ….
Total 22 hypothesis
Introduction
Summary
Discussion
Research methodology – Samples selected to collect data
Firms
• Manufacturing, services
Job
types
• President, vice president, director, manager, or coordinator
Functions
• Quality practices, general management, engineering, and purchasing
Able to get appropriate answers from respondents
Open communication
Carefull attention to performance
measuresAble to ask others
Introduction
Summary
Discussion
Research methodology – Procedure of collecting data
Select samples
Questionnaire sent to 3047 respondents
A
Postcard mailed to
nonrespondents
Reminding mailing sent
Follow-up letter and
questionnaire sent
For non-responders, the total design method (developed by Dillman) is used
424 survey replies(13.9% response
rate)
Twosample t-test
No significant differences based on demographics between the two waves of responses
Introduction
Summary
Discussion
(The method guaranteed” 80% return rates for mail and telephone surveys)
A cross-sectional survey method (at one specific point in time)
Research methodology – Samples selected to analyze structural model
Introduction
Summary
Discussion
Firms • Manufacturing (eliminated service firms)
Repetition
• Deleting multiple respondents from the same company, business units that had participated in Kaynak
Answers • Eleminate excessive missing values
Final sample used to test the structural model is 263
Total response samples424
Final sample used to test the measurement model is 359
Results and findings
Financial and market
performance
Process management
Supplier Quality
Management
TrainingEmplpee Relations
Quality Data and Reporting
Management Leadership
Customer Focus
Quality performance
Product/service Design
Inventory management performance
20 STRONG SUPPORTED RELATIONSHIPS (T-VALUES FOR COEFFICIENTS > 1.96, P <0.05) 2 INSIGNIFICANT RELATIONSHIPS (T-VALUES ARE <1.96)
Introduction
Summary
Discussion
H2bH2c
Refer to extended enterprises Extended enterprises (Supply Chain Maturity model) is an unique enterprise For companies to survive, they will need to operate their supply chains as extended
enterprises with relationships which embraces business processes, from raw materials extraction to consumption
From A. Lockamy III and K. McCormack (2004) Development of a supply chain management process maturity model Supply Chain Management: An International Journal Vo l. 9 · Num 4 pp· 272-278
Introduction
Summary
Discussion
Refer to extended enterprises Extended enterprises (Supply Chain Maturity model) For companies to survive, they will need to operate their supply chains as extended
enterprises with relationships which embraces business processes, from raw materials extraction to consumption
Introduction
Summary
Discussion
Supply chain Management
Results and findings
Financial and market
performance
Process management
Supplier Quality
Management
TrainingEmplpee Relations
Quality Data and Reporting
Management Leadership
Customer Focus
Quality performance
Product/service Design
Inventory management performance
QM PRACTICES ARE INTERDEPENDENT AND SHOULD BE INTEGRATED
Introduction
Summary
Discussion
Results and findings
Financial and market
performance
Process management
Supplier Quality
Management
TrainingEmplpee Relations
Quality Data and Reporting
Management Leadership
Customer Focus
Quality performance
Product/service Design
Inventory management performance
Introduction
Summary
Discussion
CUSTOMER FOCUS AND SUPPLIER QUALITY MANAGEMENT INFLUENCE PERFORMANCESO, COMMUNICATION, COLLABORATION AND INTEGRATION ARE IMPORTANT
Customer focus and firm performance
MEET CUSTOMER REQUIREMENTS
EXCEED CUSTOMER EXPECTATIONS
Qua
lity
Dat
a
and
Rep
ortin
g
Customers´
information
Introduction
Summary
Discussion
Management
Leadership
Design
poli
cies
and
struc
ture
s
Emplpee
Relations
More
respond
to CR
Firm performance
Supplier Quality Management and firm performance
Improved quality of
purchased
materials
Introduction
Summary
Discussion
Managem
ent
Leadership
Design
poli
cies
and
struc
ture
s
Working
with
suppliers
Firm performance
Inve
ntor
y
man
agem
ent
perfo
rman
ce
Produ
ct/
serv
ice
Des
ign
Process
managem
ent
Supplier Quality
Management
Impr
oved
qu
ality
of
purc
hase
d m
ater
ial
Results and findings
Financial and market
performance
Process management
Supplier Quality
Management
TrainingEmplpee Relations
Quality Data and Reporting
Management Leadership
Customer Focus
Quality performance
Product/service Design
Inventory management performance
Introduction
Summary
Discussion
QM PRACTICES INFLUENCE PERFORMANCEMANAGEMENT LEADERSHIP IS IMPORTANT TO QUALITY PERFORMANCE
Results and findings
Financial and market
performance
Process management
Supplier Quality
Management
TrainingEmplpee Relations
Quality Data and Reporting
Management Leadership
Customer Focus
Quality performance
Product/service Design
Inventory management performance
Introduction
Summary
Discussion
QM PRACTICES INFLUENCE PERFORMANCEHUMAN RESOURCE MANAGEMENT IMPACT THE SUPPLY CHAIN VIA CUSTOMER FOCUS
Content - limitations
A cross-sectional survey
methodLongitudinal
studies
USED METHOD
A single respondentwithin each organization
SUGGESTED METHOD
Multi respondents in
each organization
Introduction
Summary
Discussion
Content - contributions
Confirm about: • Importance of integration with supply chain members to improve quality performance
•Direct and indirect relationships among QM practices tested in Kaynak
•The relationships among the eight QM practices and firm performance are stable across samples and across time
Method:
. Offers a valid and refined
survey instrument that can be used to measure QM
implementation
Researchers: •Extend the use of the measures into the supply chain
Managers: •Employ this instrument to measure QM implementation in their organizations
Introduction
Summary
Discussion
Appearance – advantages and disadvantages
Interesting topic
Clear arguments
Clear structure
Closed-ended, objective conclusion
Clear, professional tone
Introduction
Summary
Discussion
More advantages than disadvantages
Lessons learned Knowledge
– Quality management in Supply chain Skills
– The way to structure a paper – Survery method
Replication and extension A cross-sectional survey method
Introduction
Summary
Discussion
Employee relations
Quality Data and Report
Product/Service Design
Supplier Quality
Management
Process Management
Training
Management leadership
Customer focus
INDIVIDUAL?
References Lectures from Prof. Rodolfo de Castro Vila A. Lockamy III and K. McCormack (2004) Development of a supply
chain management process maturity model Supply Chain Management: An International Journal Vol. 9 · Num 4 pp· 272-278
Ahire, S.L., Golhar, D.Y., Waller, M.A., 1996. Development and validation of TQM implementation constructs. Decision Sciences 27, 23–56