5 “S” and TQM status in Indian organizations

TQM Journal - 2009
Vinod KumarKhanna1
1Galgotias Institute of Management and Technology, Greater Noida, India

Tóm tắt

PurposeHo 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/approachThis paper presents the status of 5 “S”, quality tools and TQM in Indian organizations based on 62 organizations.FindingsThe 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/implicationsThe 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/valueThe 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.

Từ khóa


Tài liệu tham khảo

Abby, G. and Hong, S.W. (1996), “Characteristics, benefits, and shortcomings of four major quality awards”, International Journal of Quality & Reliability Management, Vol. 13 No. 2, pp. 10‐44.

Agrawal, S.K. (1999), “Business excellence model in Indian context: a selected study”, unpublished PhD thesis, IIT Delhi, New Delhi.

Arora, P. (2005), The Positive Credit Impact of Quota Dismantling, CRISIL Rating Scan, Mumbai, pp. 3‐8.

Brown, M.G., Hitchcock, D. and Willard, M. (1994), Why TQM Fails and What to Do About It, Irwin Professional, Burr Ridge, IL.

Business Today (1996), Business Today, 22 June‐6 July, pp. 62‐9.

Caravatta, M. (1997), “Conducting an organizational self‐assessment using the 1997 Baldrige award criteria”, Quality Progress, Vol. 30 No. 10, pp. 87‐91.

Corbett, L. and Rastrik, K. (2000), “Quality performance and organizational culture”, International Journal of Quality & Reliability Management, Vol. 7 No. 1, pp. 14‐26.

Floyd, D.A. (1997), “The Toyota production system”, available at: www.geocities.com/CapeCanaveral/Lab/9183/tps.html.

Grant, R.M., Sahni, R. and Krishnan, R. (1995), “TQM's challenge to management theory and practice”, in Cortada, J.W. and Woods, J.A. (Eds), The Quality Yearbook, McGraw‐Hill, New York, NY, pp. 49‐65.

Harrington, J.H. (1994), Total Improvement Management, ASQC Quality Press, Milwaukee, WI.

Harrington, J.H. (1997), “The fallacy of universal best practices”, The TQM Magazines, Vol. 9 No. 1, pp. 61‐75.

Ho, S.K.M. (1995), TQM: An Integrated Approach – Implementation Through Japanese 5‐S and ISO 9000, Kogan Page, London.

Ho, S.K.M. (1997), “Workplace learning – the 5‐S way”, Journal of Workplace Learning, Vol. 9 No. 6, pp. 185‐91.

Ho, S.K.M. (1998), “5‐S practice: a new tool for industrial management”, Industrial Management & Data Systems, Vol. 98 No. 2, pp. 55‐62.

Ho, S.K.M. (1999a), “Japanese 5‐S – where TQM begins”, The TQM Magazine, Vol. 11 No. 5, pp. 311‐20.

Ho, S.K.M. (1999b), “TQM and strategic change”, Strategic Change, March‐April.

Ho, S.K.M. and Cicmil, S. (1996), “Japanese 5‐S practice”, The TQM Magazine, Vol. 8 No. 1, pp. 45‐53.

Ho, S.K.M., Cicmil, S. and Fung, C.K. (1995), “The Japanese 5‐S practice and TQM training”, Training for Quality, Vol. 3 No. 4, pp. 19‐24.

Imai, M. (1997), Gemba Kaizen: A Common Sense, Low Cost Approach to Management, McGraw‐Hill, London.

Itasaka, G. (1989), Gates to Japan Its People and Society, 2nd ed., 3A Corporation, Tokyo, translated by J.H. Loftus.

Jayakar, R. (2005), “Manufacturing's next export wave”, Business Today, Vol. 24, pp. 66‐72.

Khanna, V.K., Vrat, P. and Sahay, B.S. (2002), “TQM practices in Indian automobile sector at cross road: a survey”, in Ho, S.K.M. and Dalrymple, J.F. (Eds), Change Management: Presented and Published in the Proceedings of the 7th International Conference on ISO 9000 and TQMMelbourne, Australia, RMIT University, Melbourne, pp. 243‐4.

McDonald, J. (1998), “The quality revolution in retrospect”, The TQM Magazine, Vol. 10 Nos 5/7, pp. 321‐33, 311‐320, 406‐410.

Maull, R., Brown, P. and Cliffe, R. (2001), “Organizational culture and quality improvement”, International Journal of Operations & Production Management, Vol. 21 No. 3, pp. 302‐26.

Nwabueze, U. (2001), “Chief executives‐hear thyselves: leadership requirements for 5‐S/TQM implementation in health care”, Managerial Auditing Journal, Vol. 16 No. 7, pp. 406‐10.

O'Eocha, M. (2000), “Use of 5Ss for environmental management at Cooke Brothers”, The TQM Magazine, Vol. 12 No. 5, pp. 321‐30.

Osada, T. (1991), The 5‐S: Five Keys to a Total Quality Environment, Asian Productivity Organization, Tokyo.

Pheng, L.S. (2001), “Team performance management: enhancement through 5‐S Japanese principles”, Team Performance Management: An International Journal, Vol. 7 Nos 7/8, pp. 105‐11.

Pheng, L.S. and Khoo, S.D. (2001), “Towards TQM‐integrating Japanese 5‐S principles with ISO 9001:2000 requirements”, The TQM Magazine, Vol. 13 No. 5, pp. 334‐340, 19‐21, 73‐80.

Sakaria, G. (1995), “The total quality imperative”, Business Today, January, pp. 7‐21.

Sarthi, P. (1996) in Sarthi, P. (Ed.), Towards Implementing Total Quality Management, Human Resources Development Institute, BHEL, New Delhi.

Sharma, S. (1997), TQM in Indian Engineering Industries, Business Publication, Mumbai.

Shingo, S. (1982), Study of Toyota Production System from Industrial Engineering View Point, Japan Management Association, Tokyo.

Ulrich, K., Choudhry, R.S. and Rana, K.S. (2000), Managing Corporate Culture: Leveraging Diversity to Give India a Global Competitive Edge, Macmillan India, New Delhi.

Warwood, S.F. and Knowles, G. (2004), “Research and concepts‐an investigation into Japanese 5‐S practice in UK industry”, The TQM Magazine, Vol. 16 No. 5, pp. 347‐53.

Weaver, C.N. (1995), “How to use process improvement teams”, in Cortada, J.W. and Woods, J.A. (Eds), The Quality Yearbook, McGraw‐Hill, New York, NY, pp. 398‐405.

Withanachchi, N., Handa, Y., Karandagoda, K.K.W., Pathirage, P.P., Tennakoon, N.C.K. and Pullaperuma, D.S.P. (2007), “A breakthrough for chronic management constraints at public hospitals in developing countries”, International Journal of Public Sector Management, Vol. 20 No. 3, pp. 168‐77.

World Class Manufacturer (2007), available at: www.referenceforbusiness.com/management/Tr‐Z/World‐class‐Manufaturer.html.

World Competitive Report (2001), available at: www.imd.ch/wcy/ranking/pastresults.html.

World Competitive Report (2007), available at: www.imd.ch/research/publications/wcy/upload/scoreboard.pdf.

World Economic Forum (1997), The Global Competitiveness Report, World Economic Forum, Geneva.

Thông tin
Thông tin xuất bản

TQM Journal

Thông tin tác giả