Investigating the Impact of Quality Management Practices on Quality Performance in Medical Device Manufacturing Industry: An empirical study
-
https://doi.org/10.14419/ijet.v7i3.7.25730 -
Quality management practices, socio-technical system theory, quality performance -
Abstract
Quality has become a top priority to all manufacturing industries hence recent years had witnessed the growing popularity of quality management practices (QMPs) adoption in developing countries. Nevertheless with the fallen short of QMPs initiatives, a debate into its effectiveness was set in motion. In this regard, this paper aims to empirically re-examine the ambiguity in the relationship between QMPs and quality performance. This paper reveals that QMPs have a significant and positive effect on quality performance in medical device manufacturing (MDM) industry. Furthermore, the findings of this paper shown that QMPs enhances quality performance more effectively when it is introduced in an integrative manner rather than in a piecemeal approach.
Â
Â
-
References
[1] Abdullah, M.M.B., & TarÃ, J.J. (2012). The influence of soft and hard quality management practices on performance. Asia Pacific Management Review, 17(2), 177-193.
[2] ALNasser, A., Yusoff, R.Z., & Islam, R. (2013). Relationship between hard total quality management practices and organizational performance in municipalities. American Journal of Applied Sciences, 10(10), 1214-1223.
[3] Barouch, G. & Kleinhans, S. (2015). Learning from criticisms of quality management, International Journal of Quality and Service Sciences, 7(2/3), 201 – 216.
[4] Barros, S. A., Sampaio, P., & Saraiva, P. (2014). Quality management principles and practices impact on the companies' quality performance. In 1st International Conference on Quality Engineering and Management (ICQEM 2014) (pp. 237-247).
[5] Basu, R., & Bhola, P. (2016). Impact of quality management practices on performance stimulating growth Empirical evidence from Indian IT enabled service SMEs, International Journal of Quality & Reliability Management, 33(8), 1179-1201.
[6] Bolatan, G.I.S., Gozlu, S., Alpkan, L., & Zaim, S. (2016). The Impact of Technology Transfer Performance on Total Quality Management and Quality Performance. Procedia-Social and Behavioral Sciences, 235, 746-755.
[7] Bradburn, N. M., Sudman, S., & Wansink, B. (2004). Asking questions: the definitive guide to questionnaire design--for market research, political polls, and social and health questionnaires. John Wiley & Sons.
[8] Bryman, A., & Bell, E. (2007). Business research strategies. Business research methods.
[9] Elshaer, I.A., & Augustyn M.M. (2016). Direct effects of quality management on competitive advantage, International Journal of Quality & Reliability Management, 33(9), 1286-1310.
[10] Escrig-Tena, A. B., Bou-Llusar, J. C., Beltrán-MartÃn, I., & Roca-Puig, V. (2011). Modelling the implications of quality management elements on strategic flexibility. Advances in Decision Sciences, 1-27.
[11] Fernandes, A.C., Sampaio, P., & Carvalho, M.S. (2014). Quality management and supply chain management integration: a conceptual model. IEOM, 773-780.
[12] Gómez, J. G., MartÃnez Costa, M., & MartÃnez Lorente, Ã. R. (2017). EFQM Excellence Model and TQM: an empirical comparison. Total Quality Management & Business Excellence, 28(1-2), 88-103.
[13] Hair Jr, J. F., Sarstedt, M., Ringle, C. M., & Gudergan, S. P. (2017). Advanced issues in partial least squares structural equation modeling. SAGE Publications.
[14] Henseler, J., Dijkstra, T. K., Sarstedt, M., Ringle, C. M., Diamantopoulos, A., Straub, D. W., & Calantone, R. J. (2014). Common beliefs and reality about PLS: Comments on Rönkkö and Evermann (2013). Organizational Research Methods, 17(2), 182-209.
[15] Henseler, J., Ringle, C.M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115-135.
[16] Hu, L. T., & Bentler, P. M. (1998). Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification. Psychological methods, 3(4), 424-453.
[17] Islam, M., & Karim, A. (2011). Manufacturing practices and performance: Comparison among small-medium and large industries. International Journal of Quality & Reliability Management, 28(1), 43-61.
[18] Kim, D.Y., Kumar, V., & Kumar, U. (2012). Relationship between quality management practices and innovation. Journal of Operations Management, 30(4), 295-315.
[19] Kline, R. (2011). Principles and Practice of Structural Equation Modeling, 3rd Edition, Guilford Press. New York.
[20] Kristal, M.M., Huang, X., & Schroeder, R.G. (2010). The effect of quality management on mass customization capability. International Journal of Operations & Production Management, 30(9), 900-922.
[21] Lagrosen, Y., Travis, F.T., & Lagrosen, S. (2012). Brain integration as a driver for quality management success, International Journal of Quality and Service Sciences, 4(3), 253-269.
[22] Leong, T.K., Zakuan, N., & Saman, M.Z.M. (2012). Quality management maintenance and practices-technical and non-technical approaches. Procedia-Social and Behavioral Sciences, 65, 688-696.
[23] Luczak, J. (2012). Establishing a small company's medical device quality system, The TQM Journal, 24(4), 363 – 373.
[24] Mehra, S. & Coleman, J.T. (2016). Implementing capabilities-based quality management and marketing strategies to improve business performance. International Journal of Quality & Reliability Management, 33(8), 1124-1137.
[25] Mellat-Parast, M., Adams, S.G., & Jones, E.C. (2011). Improving operational and business performance in the petroleum industry through quality management. International Journal of Quality & Reliability Management, 28(4), 426-450.
[26] Mellat-Parast, M. (2013). Convergence theory in quality management: evidence from the petroleum industry, International Journal of Quality & Reliability Management, 30(2), 177-196.
[27] Molina-AzorÃn, J. F., TarÃ, J. J., Pereira-Moliner, J., López-Gamero, M. D., & Pertusa-Ortega, E. M. (2015). The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry. Tourism Management, 50, 41-54.
[28] Mosadeghrad, A.M. (2015). Developing and validating a total quality management model for healthcare organisations, The TQM Journal, 27(5), 544-564.
[29] Nair, A. (2006). Meta-analysis of the relationship between quality management practices and firm performance – implications for quality management theory development, Journal of Operations Management, 24(6), 948-975.
[30] Niu, R.H., & Fan, Y. (2015). An in-depth investigation on quality management practices in China, International Journal of Quality & Reliability Management, 32(7), 736-753.
[31] Patyal, V.S., & Koilakuntla, M. (2015). Infrastructure and core quality practices in Indian manufacturing organizations, Journal of Advances in Management Research, 12(2), 141-175.
[32] Patyal, V.S., & Koilakuntla, M. (2017). The impact of quality management practices on performance: an empirical study, Benchmarking: An International Journal, 24(2), 511-535.
[33] Psomas, E.L., Fotopoulos, C.V., & Kafetzopoulos, D.P. (2011). Core process management practices, quality tools and quality improvement in ISO 9001 certified manufacturing companies, Business Process Management Journal, 17(3), 437-460.
[34] Rowley, J. (2014). Designing and using research questionnaires. Management Research Review, 37(3), 308-330.
[35] Sadikoglu, E., & Olcay, H. (2014). The effects of total quality management practices on performance and the reasons of and the barriers to TQM practices in Turkey. Advances in Decision Sciences, 1-17.
[36] Schniederjans, D., & Schniederjans, M. (2015). Quality management and innovation: new insights on a structural contingency framework. International Journal of Quality Innovation, 1(1), 1-20.
[37] Sekaran, U. (2003). Research Methods for Business A Skill-Building Approach. 4th Edition, John Wiley & Sons, Hoboken.
[38] Shan, S., Zhao, Q., & Hua, F. (2013). Impact of quality management practices on the knowledge creation process: the Chinese aviation firm perspective, Computers and Industrial Engineering, 64(1), 211-223.
[39] Sila, I., & Ebrahimpour, M. (2003). Examination and comparison of the critical factors of total quality management across countries, International Journal of Production Research, 41(2), 235–268.
[40] Sousa, R., & Voss, C.A. (2002). Quality management re-visited: A reflective review and agenda for future research. Journal of Operations Management, 20, 91-109.
[41] Talib, F., Rahman, Z. & Qureshi, M. N. (2013). An empirical investigation of relationship between total quality management practices and quality performance in Indian service companies, International Journal of Quality & Reliability Management, 30(3), 280-318.
[42] Tang, X.F. (2013). Investigation on quality management maturity of Shanghai enterprises, The TQM Journal, 25(4), 417-430.
[43] Tongco, M. D. C. (2007). Purposive sampling as a tool for informant selection. Ethnobotany Research and applications, 5, 147-158.
[44] Weckenmann, A., Akkasoglu, G., & Werner, T. (2015). Quality management–history and trends. The TQM Journal, 27(3), 281-293.
[45] Wu, S.J. (2015). The impact of quality culture on quality management practices and performance in Chinese manufacturing firms, International Journal of Quality & Reliability Management, 32(8), 799-814.
[46] Zeng J., Phan C.A., & Matsui Y. (2013). Shop-floor communication and process management for quality performance: An empirical analysis of quality management, Management Research Review, 36(5), 454- 477.
[47] Zeng, J., Phan, C.A., & Matsui, Y. (2015). The impact of hard and soft quality management on quality and innovation performance: An empirical study. International Journal of Production Economics, 162, 216-226.
[48] Zu, X. (2009). Infrastructure and core quality management practices: how do they affect quality?, International Journal of Quality & Reliability Management, 26(2), 129-149.
-
Downloads
-
How to Cite
Choon Linga, S., Shahar Jusoha, M., & Akmar Ishakb, N. (2018). Investigating the Impact of Quality Management Practices on Quality Performance in Medical Device Manufacturing Industry: An empirical study. International Journal of Engineering & Technology, 7(3.7), 651-655. https://doi.org/10.14419/ijet.v7i3.7.25730Received date: 2019-01-11
Accepted date: 2019-01-11