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Article
Publication date: 8 April 2020

Goutam Kumar Kundu and Jyoti Prakas Majumdar

The paper aims to develop a process model for implementation in a business school setting, by doing a thorough analysis of the requirement of the Association to Advance…

Abstract

Purpose

The paper aims to develop a process model for implementation in a business school setting, by doing a thorough analysis of the requirement of the Association to Advance Collegiate Schools of Business (AACSB) standards relating to the learning and teaching area.

Design/methodology/approach

The process model is developed by adopting a three-step approach. The authors have presented an articulated procedure for the development of the process model.

Findings

The process model presented in this paper offers a systemic approach to process design and implementation in a business school environment. The process model was developed and applied over the course of systematic reviews in a business school setting by aligning with the requirements of AACSB accreditation standards belonging to the learning and teaching area.

Research limitations/implications

The limitation of the present study is that the scope of the process model presented here is limited to the requirements of the AACSB standards belonging to the learning and teaching area only. The authors plan to develop process models for the other areas of AACSB standards in the near future.

Practical implications

It is hoped that this paper can bring a contribution to professionals as well as academics, in regards to development of process framework complying with the requirements of the AACSB standards. The process model presented in this paper comprises macro-level processes and the related activities. It will serve as a guide to develop processes in a business school setting.

Originality/value

The present study has attempted to present a process model complying with requirements of the AACSB standards belong to the learning and teaching area. The authors feel that developed process model can be used by the business schools that are planning to implement AACSB standards for accreditation or are interested in modifying their current processes following the requirements of the AACSB standards.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 24 August 2012

Jyoti Prakas Majumdar and B. Murali Manohar

Total productive maintenance (TPM) is a very powerful program of equipment maintenance in manufacturing industries and is a direct part of total quality management (TQM)…

Abstract

Purpose

Total productive maintenance (TPM) is a very powerful program of equipment maintenance in manufacturing industries and is a direct part of total quality management (TQM). In the manufacturing industry, TPM is a very effective tool for improving product quality as well as productivity. A good number of manufacturing industries have so far adopted a TPM program in countries like Japan, as a part of their quality drive. However, in many manufacturing industries in India it has not been successfully implemented. For successful and effective implementation of TPM in manufacturing industries in India, understanding and awareness of the various possible causes behind its failure is essential. This paper aims to address this issue.

Design/methodology/approach

In this general review paper, after reviewing literature the authors consolidate, highlight and classify the probable reasons responsible for the failures of TPM in many Indian manufacturing industries.

Findings

In this paper, the various causes of failure of TPM in a number of manufacturing industries have been classified into three major categories of problems or issues at three different stages: organizational issues during the foundation stage; TPM implementation issues during the formation stage; and operational issues during the TPM running stage.

Practical implications

The recommended guidelines may definitely contribute to the Indian industry and also industries in other developing countries in Asia, Latin America and Africa. Consequently, the work has economic and commercial impacts. Economic, because it would allow to improve the productivity of the companies, and commercial, because it would facilitate the interchange and the positioning of products. In addition, it can have a high impact on the industrial relations of the workers and unions.

Originality/value

If management is aware of such probable problems, and becomes careful about them, the TPM programme can also be widely and effectively adopted in many Indian manufacturing industries, and they can achieve improvement in business competitiveness through improved product quality and increased productivity.

Details

Asian Journal on Quality, vol. 13 no. 2
Type: Research Article
ISSN: 1598-2688

Keywords

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Article
Publication date: 29 November 2011

Jyoti Prakas Majumdar and B. Murali Manohar

Quality Circle is a very effective program and low‐cost tool for implementing total quality management (TQM) in industry. A good number of manufacturing industries have so…

Abstract

Purpose

Quality Circle is a very effective program and low‐cost tool for implementing total quality management (TQM) in industry. A good number of manufacturing industries have so far adopted the Quality Circle program successfully, however the Quality Circle concept has failed in many other cases. To make successful use of the Quality Circle tool in manufacturing industries, knowledge and awareness of the probable reasons behind the failures of the Quality Circle is essential.

Design/methodology/approach

In this general review paper, after thoroughly reviewing literatures, the authors consolidate and highlight the probable reasons behind the failures of the Quality Circle, especially in manufacturing industries.

Findings

This study reveals that organizational Issues at the background stage; circle‐formation Issues at the implementation stage; and operational Issues at the operating/running stage of Quality Circle implementation, are the three main key areas of the problems which generally limit the success of the Quality Circle.

Originality/value

If the management is aware of and takes care of such anticipated problems, it is more likely that the Quality Circle programme will definitely be a success, leading to the effective implementation of TQM in the organization.

Details

Asian Journal on Quality, vol. 12 no. 3
Type: Research Article
ISSN: 1598-2688

Keywords

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