روابط بین اجرای مدیریت کیفیت جامع، تولید بهنگام(JIT) و تعمیر و نگهداری تولیدی و عملکرد تولید
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|4255||2001||20 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Journal of Operations Management, Volume 19, Issue 6, November 2001, Pages 675–694
Research on Total Quality Management (TQM), Just-in-Time (JIT) and Total Productive Maintenance (TPM) generally investigates the implementation and impact of these manufacturing programs in isolation. However, many researchers believe and argue conceptually the value of understanding the joint implementation and effect of manufacturing programs. This study investigates the practices of the three programs simultaneously. We find that there is evidence supporting the compatibility of the practices in these programs and that manufacturing performance is associated with the level of implementation of both socially- and technically-oriented practices of the three programs.
Since the 1980s there has been an increasing awareness and implementation of practices associated with Total Quality Management (TQM), Just-in-Time (JIT), and Total Productive Maintenance (TPM). Nevertheless, there has not been a careful examination of the common and unique practices associated with these programs. We develop a framework for TQM, JIT and TPM and examine the relationships between the use of these practices and manufacturing performance. TQM, JIT and TPM have similar fundamental goals of continuous improvement and waste reduction (Schonberger, 1986, Nakajima, 1988, Ohno, 1988 and Powell, 1995). Together the practices of TQM, JIT, and TPM form a comprehensive and consistent set of manufacturing practices directed towards improved performance. Therefore, manufacturing plants are likely to combine the implementation of TQM, JIT, and TPM practices. However, most of the studies on TQM, JIT, and TPM investigate these programs separately. Only a few studies have tried to explore the relationship between TQM and JIT empirically (e.g. Flynn et al., 1995 and Sriparavastu and Gupta, 1997). Also, some studies indirectly consider all three programs while focusing on only one of them. For example, McKone et al. (2001) indirectly examines the relationship of TPM with JIT and TQM when investigating the implementation and impact of TPM. They find that TPM has a positive and significant direct relationship as well as an indirect relationship through JIT with low cost, high levels of quality and strong delivery performance. On the other hand, many researchers believe and argue conceptually the value of understanding the simultaneous use of different manufacturing programs. For instance, Roth and Miller (1992) contend that maintenance management may well be the biggest challenge facing companies that implement TQM, JIT, and computer-aided manufacturing. Similarly, Huang (1991) discusses the importance of considering the integration of JIT, TPM, quality control, and factory automation with worker participation. Furthermore, Imai (1998) believes that TQM and TPM are the two pillars supporting the JIT production system.
نتیجه گیری انگلیسی
This paper presents an integrating framework and helps to untangle the overlapping manufacturing practices of TQM, JIT and TPM. This is done by specifying a common set of human and strategic practices that are shared by all three programs. This leaves a set of basic techniques that are unique to each of the three programs. This study is one of the few to empirically demonstrate the importance of joint implementation of manufacturing programs. The findings from these empirical analyses demonstrate the importance of implementing the practices and techniques belonging to all three programs. Each component of our integrating framework represents a different aspect of improvement initiatives aimed towards product, process, and equipment development. There exist different configurations of practices that are best suited for improving specific performance dimensions, however, each of these configurations consists of practices belonging to all three programs and includes both socially- and technically-oriented practices. This demonstrates that the components of our framework are mutually supporting in achieving high levels of manufacturing performance. Plant management should take into account the possible effects of contextual factors on performance. In particular, the type of production process being used can differentiate between high and low performance. Production involving one-of-a-kind products may be more difficult to manage but the implementation of compatible practices can help improve performance regardless of the process type being used. While our results suggest that implementation of manufacturing practices can mask the effect of contextual factors on performance, future studies should investigate the possible interaction effects of contextual factors and manufacturing practices on performance. A variety of future research studies are possible including longitudinal studies and more detailed examination of the relationships among the three programs. Longitudinal studies could help examine the causal linkages among practices. More detailed studies could pinpoint the exact nature of the interaction among practices. While this study provides a foundation for examining TQM, JIT, and TPM within a single framework, it is only through further research that a full understanding of the relationship among TQM, JIT and TPM will be obtained.