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- Publisher
- Emerald Publishing
- Copyright
- Copyright © 1998 MCB UP Ltd. All rights reserved.
- ISSN
- 0265-671X
- DOI
- 10.1108/02656719810198593
- Publisher site
- See Article on Publisher Site
Abstract
Recent research in manufacturing has investigated the impact of enabling operations management (OM) practices on quality and time‐based performance separately. This research investigates the concurrent impact of supply management, human resources, just‐in‐time (JIT) and cross‐functional practices on quality and time‐based performance, in a sample of firms from the automotive components industry. Relationships of 13 individual OM practices with three objective measures of quality performance and two objective measures of time‐based performance were analysed using simple and stepwise multiple regressions. Results indicate that seven of these practices, namely incoming material quality, kanban systems, set‐up time reduction, performance‐based pay and quality training to workers, cross‐functional interactions between design and quality assurance and between production and new product development, have significant synergistic relationships to both quality and time‐based performance. The research supports the argument that there is synergy between quality and time‐based performance capabilities.
Journal
International Journal of Quality & Reliability Management – Emerald Publishing
Published: Mar 1, 1998
Keywords: Automotive components industry; Empirical studies; Performance; Quality management; USA