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Article
Publication date: 1 June 2001

Jaideep Motwani

What are the factors that contribute the success or failure of TQM efforts? Specifically, this study identifies the critical factors and corresponding performance that…

Abstract

What are the factors that contribute the success or failure of TQM efforts? Specifically, this study identifies the critical factors and corresponding performance that account for TQM success. Seven critical factors and 45 supporting performance measures are proposed in this study. A possible sequence for implementation of these factors is also presented.

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Measuring Business Excellence, vol. 5 no. 2
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 July 1992

Greg Weiland and Jaideep G. Motwani

Provides an integrated model that can be used as a framework byorganizations planning to implement new technology systems. The inputsof this model were obtained by a…

Abstract

Provides an integrated model that can be used as a framework by organizations planning to implement new technology systems. The inputs of this model were obtained by a brainstorming session of MBA students, interviews with several local computer vendors, and a review of the current literature. The proposed model views the implementation of new technology from three dimensions rather than two. These include: management, employee group, and the vendor group. Three arrows, each pointing in opposite directions, connect the sides of the triangle, representing the expectations which each party has of the other. These expectations or interfaces are examined.

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Industrial Management & Data Systems, vol. 92 no. 7
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 August 1993

Jaideep G. Motwani, Victor E. Sower and Martin E. Roosenfeldt

American manufacturers are striving to regain a competitiveposition in the world market. The Company Quality Profile (CQP), basedon Deming′s 14 points, can be an effective…

Abstract

American manufacturers are striving to regain a competitive position in the world market. The Company Quality Profile (CQP), based on Deming′s 14 points, can be an effective way of determining a company′s quality position and monitoring improvements. The CQP can also be useful in cross‐sectional and longitudinal studies of quality, productivity and competitiveness. Develops the CQP and conducts an exploratory field evaluation of its utility in measuring a company′s quality position.

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Industrial Management & Data Systems, vol. 93 no. 8
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 May 2006

Jaideep G. Motwani and Victor E. Sower

Abstract

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Benchmarking: An International Journal, vol. 13 no. 3
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 1 January 1994

Ruth A. Kasul and Jaideep G. Motwani

This paper provides a synthesis of world class manufacturing literature by identifying eight critical factors of world class status in a manufacturing environment. These…

Abstract

This paper provides a synthesis of world class manufacturing literature by identifying eight critical factors of world class status in a manufacturing environment. These factors can be used individually or collectively to assess a profile or organization‐wide world class manufacturing implementation practices. Researchers can use the critical factors to build theories and models that relate these factors to world class status and an organization's relative position to others in the same environment. Decision makers can isolate the critical factors that are necessary for world class implementation.

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International Journal of Commerce and Management, vol. 4 no. 1/2
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 1 December 1994

Crayton C. Walker and Jaideep G. Motwani

Insights derived from the theory of complex systems and theoretical biology suggest that “small‐scale modelling” may be valuable in the construction of management theory…

Abstract

Insights derived from the theory of complex systems and theoretical biology suggest that “small‐scale modelling” may be valuable in the construction of management theory. Small‐scale modelling can be used to embed managerial perspectives in models. For that reason small‐scale modelling shows some prospect for producing what might be called inherently useful theory, namely, theory that recognizes the pragmatic limitations accompanying its use. As an example of the modelling approach, examines aspects of the management of workgroup routine. Considers directions for further research.

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Kybernetes, vol. 23 no. 9
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 1 March 2001

Arnold Reisman, Ashok Kumar and Jaideep G. Motwani

This article reviews all Game Theory (GT) articles published in the three leading US‐based OR/MS journals. The articles were first subdivided into Theory or Applications…

Abstract

This article reviews all Game Theory (GT) articles published in the three leading US‐based OR/MS journals. The articles were first subdivided into Theory or Applications categories. The Applications papers were subclassified on a five‐point scale ranging from logico‐deductive to bona fide applications. Second, the articles were classified in terms of seven types of research processes used by authors. Next, statistical analyses were performed relating to data from the above two classifications. The findings show that the OR/MS literature on GT is dominated by articles classified as Theory with no direct real world underpinnings and is based on the Ripple process (incrementalism) as a basic research strategy. The accumulation of theory vs. applications papers has been growing exponentially over time and this is also true of the marginal contributions, e.g. those based on the Ripple process. Nevertheless, GT has been found to have a higher percentage of true applications than some other OR/MS subdisciplines. Yet, this percentage is lower for GT than for the total coverage in the above journals.

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Management Decision, vol. 39 no. 2
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 May 2006

Ashok Kumar, Jiju Antony and Tej S. Dhakar

In this paper, the aim is to propose a framework for utilizing quality function deployment (QFD) and benchmarking in combination to chalk out an improvement plan that…

Abstract

Purpose

In this paper, the aim is to propose a framework for utilizing quality function deployment (QFD) and benchmarking in combination to chalk out an improvement plan that redesigns or modifies existing processes to a point where they consume the least amount of resources while imparting the maximum value (in the sense of customer satisfaction) to the output.

Design/methodology/approach

Using a real world case study, the paper demonstrates that the marriage of two tools – QFD and benchmarking – is synergistic in its import and vital to a company's strategic and financial superiority.

Findings

The product and process design was improved by using the combination of QFD and benchmarking techniques discussed in the paper. As a result, the company accomplished significant financial and strategic results.

Research limitations/implications

The case study includes competitiveness analysis at the first house of quality (HOQ) but not at the subsequent HOQ due to lack of information from the competitors. However, the paper demonstrates the competitiveness analysis at the first HOQ which can be extended to all subsequent HOQ.

Practical implications

The research would be useful to academicians and practitioners in developing their own integrated versions of QFD and benchmarking methodologies to improve their products and processes and gain strategic advantage.

Originality/value

Despite the mutual dependence between a firm's strategic and financial performance and the consequent dependence on market share and profitability, which can both be maximized using QFD and benchmarking, the research that employs both techniques is virtually non‐existent.

Details

Benchmarking: An International Journal, vol. 13 no. 3
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 1 February 1998

Jaideep G. Motwani, James J. Jiang and Ashok Kumar

This study was initiated to develop insights into the strategic directions and operational priorities West Michigan manufacturing organizations are setting for themselves…

Abstract

This study was initiated to develop insights into the strategic directions and operational priorities West Michigan manufacturing organizations are setting for themselves. Specifically, this study examines the applicability and actual implementation of operations strategy elements by small and large West Michigan manufacturing organizations. Sixty‐seven West Michigan firms participated in this study. The results indicate that large firms are more advanced when it comes to the implementation of six of the seven operations strategies.

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Industrial Management & Data Systems, vol. 98 no. 1
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 December 1996

Ruth A. Kasul and Jaideep G. Motwani

Presents an evaluative model that can be used as a framework by management of organizations to evaluate their company’s operations profile. By means of a case study, the…

Abstract

Presents an evaluative model that can be used as a framework by management of organizations to evaluate their company’s operations profile. By means of a case study, the authors demonstrate the effectiveness of the model. The data for this study was obtained through interviews, questionnaire survey, and archival sources.

Details

Industrial Management & Data Systems, vol. 96 no. 8
Type: Research Article
ISSN: 0263-5577

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