Logo

Paper: A replication and extension of quality management into the supply chain

Group: JENNIFER VU HUONG

Email: huongvuvu.hut@gmail.com

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