Refine your search
Collections
Journals
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Vrat, Prem
- Usage of Quality Tools in the Indian Automobile Sector
Abstract Views :273 |
PDF Views:4
Authors
Affiliations
1 Institute of Management Technology, Ghaziabad 201 001
2 Vice Chancellor, U. P. Technical University, Lucknow 226001
3 Department of Management Studies IIT, New Delhi 110 016.
4 Director, Institute of Management Technology, Ghaziabad 201 001
1 Institute of Management Technology, Ghaziabad 201 001
2 Vice Chancellor, U. P. Technical University, Lucknow 226001
3 Department of Management Studies IIT, New Delhi 110 016.
4 Director, Institute of Management Technology, Ghaziabad 201 001
Source
Journal of Management Research, Vol 6, No 3 (2006), Pagination: 157-169Abstract
This paper presents the survey result and analysis of quality tools being followed by the Indian automobile sector for achieving the philosophy of Total Quality Management (TQM). Though there are many quality tools for the implementation of TQM philosophy, however, the survey focused on key twenty-three quality tools. The paper reveals that the Indian automobile sector is not responding fast enough to the changing needs of the market scenario and concludes that implementation of most of these quality tools lacks depth. The weakest among these is Six Sigma and its supporting tools whereby Indian automobile sector is loosing an opportunity to make 2941-fold improvement in quality as compared to products built under the constraint of 99% capability.Keywords
Indian Automobile Sector, TQM, Quality Tools, Six Sigma
References
- Agrawal, S. K. (1999), Business Excellence Model in Indian Context: A Selected Study, Unpublished Ph.D. Thesis, IIT Delhi.
- Akao, Y. (2002), QFD and Knowledge Management, in Change Management, p. 83, Proceedings of the 7th International Conference on ISO 9000 and TQM, Ed. Ho, K. M. and Dalrymple, J., Melbourne, Australia
- Anonymous, (2002a), http://mu.motorola.com/sigma.html
- Anonymous, (2002b), http://mu.motorola.com/sigmasplash.htm
- Anonymous, (2006), http://www.imd.ch/research/cetres/wcc/index.cfm
- Bossert, J. L. (1991), Quality Function Deployment: A Practitioners Approach, ASQC Quality Press, Milwaukee.
- Caravatta, M. (1997), Conducting an Organizational Self-Assessment using the 1997 Baldrige Award Criteria, pp. 87-91, Quality Progress Milwaukee WI.
- Corrigan, J. P. (1995), Is ISO 9000 the Path to TQM?, in Cortada, J. W. and Woods, J. A (Eds), The Quality Yearbook, pp. 589-596, McGraw-Hill, Inc.
- Day, R. G. (1993), Quality Function Deployment: Linking a Company with its Customer, ASQC Quality Press, Milwaukee. Galloway, D. (1997), Mapping Work Process, Productivity Press (India) Private Limited, Chennai.
- Grant, R. M., Sahni, R. and Krishnan, R. (1995), TQMs Challenge to Management Theory and Practice, in Cortada, J. W. and Woods, J. A (Eds), The Quality Yearbook, pp. 49-65, McGraw-Hill, Inc.
- Harrington J. H. (1987), Poor Quality Cost, ASQC Quality Press, New York.
- Harrington, J. H. (1987), The Improvement Process How Americans Leading Companies Improve Quality, McGraw Hill, Singapore.
- Harrington, J. H. (1991), Business Process Improvement, McGraw Hill New York.
- Harrington, J. H. (1994), Total Improvement Management, ASQC Quality Press, Milwaukee, WI.
- Harrington, J. H. (1997), The Fallacy of Universal Best Practices, TQM Magazines 9(1): 61-75.
- Hosotani, K. (1992), The QC Problem Solving Approach: Solving Workplace Problems the Japanese Way, 3A Corporation, Tokyo Japan.
- Itasaka, G. (1989), Gates to Japan Its People and Society, translated by Loftus, J. H., Second Printing, 3A Corporation, Tokyo, Japan.
- Kanji, K. G. and Asher, M. (1996), 100 Methods for Total Quality Management, Sage Publication Ltd, London.
- Pande P. S., Nueman, R. P. and Cavanagh, R. R. (1997), The Six Sigma Way, McGraw-Hill, New York, USA.
- Potential Failure Mode and Effects Analysis (1995), Reference Manual, Chrysler Corporation, Ford Motor Company, and General Motors Corporation.
- Q. C. Tools Guide Book (1991), Published and printed by Confederation of Engineering Industry, 23, 26 Institutional Area, Lodi Road, New Delhi 110 003.
- QS-9000 (1995), Measurement System Analysis, Reference Manual, Chrysler Corporation, Ford Motor Company, General Motors Corporation.
- Quality Times (1998), Six Sigma Solution, A Journal of the Institute of Directors IV(6): 28.
- Sarthi, P. (1996), Towards Implementing Total Quality Management.
- Sharma, S. (1997), TQM in Indian Engineering Industries, Business Publication Inc. Mumbai.
- Skaria, G. (1995), The Total Quality Imperative, Business Today, January 7-21, pp. 19-21.
- Spitzer, R. D. (1995), TQM: The Only Source of Sustainable Competitive Advantage, in Cortada, J. W. and Woods, J. A (Eds), The Quality Yearbook, pp. 47-48, McGraw-Hill, Inc.
- Statistical Process Control: Reference Manual (1995), Chrysler Corporation, Ford Motor Company, and General Motors Corporation.
- Terziovski M. (2002), Beyond the Fads: What Can we Learn From Demings Profound Knowledge and Our Research Over the Past Ten Years, in Ho, S. K. M. and Dalrymple, J (Eds), Change Management, p. 206, Proceedings of the 7th International Conference on ISO 9000 and TQM, Melbourne, Australia.
- Ulrich, K., Choudhry, R. S. and Rana, K. S. (2000), Managing Corporate Culture: Leveraging Diversity to Give India a Global Competitive Edge, Macmillan India.
- Weaver, C. N. (1995), How to Use Process Improvement Teams, in Cortada, J. W. and Woods, J. A (Eds), The Quality Yearbook, pp. 398-405, McGraw-Hill, Inc.
- Zangwill, W. I. (1995), Ten Mistakes CEOs Make about Quality in Cortada, J. W. and Woods, J. A (Eds), The Quality Yearbook, p. 284.
- Impact of Gender Sensitive Practices on Job Satisfaction and Stress Levels
Abstract Views :188 |
PDF Views:0
Authors
Affiliations
1 Inderprastha Engineering College, School of Management. Sahibabad, Ghaziabad, IN
2 Indian Institute of Technology Delhi, Department of Management Studies, IN
3 ITM University, Gurgaon
1 Inderprastha Engineering College, School of Management. Sahibabad, Ghaziabad, IN
2 Indian Institute of Technology Delhi, Department of Management Studies, IN
3 ITM University, Gurgaon
Source
Indian Journal of Industrial Relations: Economics & Social Dev., Vol 49, No 2 (2013), Pagination: 286-297Abstract
The study aimed at assessing the impact of gender sensitive practices on job satisfaction and stress levels of women executives working in call centers in India. Data was collected from 302 women executives working in eight call centers in Delhi, Gurgaon and Noida. Structural Equation Modeling through AMOS (version 16) was used to test the model fit. It was found that gender sensitive or family friendly policies positively impact on job satisfaction and negatively affect the stress levels of women executives which in turn affect the organizational commitment and intent to leave.Keywords
No Keywords- Role of Technical University in Nurturing Academic Excellence: Opportunities and Challenges
Abstract Views :158 |
PDF Views:0
Authors
Affiliations
1 UP Technical University, IIT, Roorkee, IN
1 UP Technical University, IIT, Roorkee, IN
Source
Journal of Engineering Education Transformations, Vol 24, No 4-1 (2010), Pagination: 5-14Abstract
This paper identifies the need for and role of a technical university in a state to nurture quality and academic excellence in technical education as a result of privatization of technical education system and resultant proliferation of institutions. It identifies the advantages of having a technical university in a state and briefly traces the history of technical university system in India. To ensure success of this system, it outlines a strategic roadmap with TQM based approaches with focus on "employability enhancement, student orientation, faculty - driven and enlightened visionary led institutions". It advocates strong focus on 'quality' and 'academic' excellence, transparency in functioning; agility to quickly respond to requirements in industry and balance teaching, applied research and consulting or outreach activities. It pleads for a case for greater financial, administrative autonomy, commensurate with accountability for performance on well defined parameters and metrics perceived by stake - holders: the university members, institutions affiliated, students, employers, state govt. and the academic regulators at the national level. It addresses on the issue of recent trends in bifurcating/trifurcating technical universities in the states and cautions about the dysfunctional aspects of such a strategy and proposes all alternative to take care of efficient handling of increased numbers.- Higher Education in India in the Era of Globalization:Some Reflections
Abstract Views :192 |
PDF Views:0
Authors
Affiliations
1 ITM University, Gurgaon (Haryana), IN
1 ITM University, Gurgaon (Haryana), IN
Source
Journal of Engineering Education Transformations, Vol 26, No 4-1 (2012), Pagination: 16-27Abstract
This paper highlights the importance of quality in higher education in India in the context of globalization, but provides insights to the current ground realities of higher education with focus on higher technical education system in terms of quality and reach. Demographic dividend potential may be an opportunity lost, if issues of excellence, equity and employability are not seriously addressed. Indian higher education system has to come out of mediocrity syndrome and focus on balanced approach towards quality, access, governance, regulatory framework research and development, faculty quality and commitment, funding and employability in a global perspective. There is a need to look at the entire educational system in a holistic perspective as an "Academic Supply Chain" and address issues of information distortions at different stages of supply chain leading to 'bull-whip' effect like phenomenon in the planning and design of educational processes and systems. It also examines the socio-economic implications of 'hype' created around few 'elite' centers of excellence, whether it is being overdone manifesting the 'Matthew Effect ' leading to ever-increasing 'gap' in the funding and public perception of 'over-hyped' institutions. A suggested road map for availing opportunities of globalization and Indian demographic profile and rich innovative talent, to develop a balanced higher education system, is outlined.- Role of Technical Universities and Industry in Facilitating Enhancement of Employability:A Road Map
Abstract Views :200 |
PDF Views:0
Authors
Affiliations
1 ITM University, Gurgaon, IN
1 ITM University, Gurgaon, IN
Source
Journal of Engineering Education Transformations, Vol 25, No 3 (2012), Pagination: 1-10Abstract
This paper brings out, the role of technical universities and the industry in working together to enhance the employability of graduates of Engineering Colleges. This has become necessary, due to exponential growth of engineering colleges and enrollments therein, leading to acute faculty shortage . . 1 technical university helps in providing a common standards and quality filters, through which all colleges affiliated to that University have to pass. This, however, does not give any assurances unless industry is actively involved in hand holding and provides a pro-active support. This is possible, if industry views the academic institutions as the nursery of their future talent pool. A technical university can enforce this through a policy initiative which all colleges affiliated to it, will have to implement.- Research in Engineering and Technological Institutions in India: Current Status, Opportunities and Challenges
Abstract Views :184 |
PDF Views:0
Authors
Affiliations
1 MDI Gurgaon & Former Vice Chancellor, UPTU Lucknow and Former Director, IIT Roorkee, IN
1 MDI Gurgaon & Former Vice Chancellor, UPTU Lucknow and Former Director, IIT Roorkee, IN
Source
Journal of Engineering Education Transformations, Vol 25, No 1-2 (2011), Pagination: 11-21Abstract
This paper attempts to identify research and innovation as a major untapped potential of Indian talent in the emerging knowledge economy. If India is to exploit its demographic dividend potential, it must focus on knowledge creation, dissemination and application with quality in each of these, as the guiding philosophy. However, the current scenario of research - and particularly quality research in engineering and technology in the country, is quite disappointing. The ratio of undergraduate to postgraduate and research scholars in engineering colleges is heavily imbalanced infavor of undergraduates which are perceived as 'star' programs or 'cash cows' but research is seen as a cost center which has long term returns. About 80% of Ph.D. degrees awarded in engineering and technology are being produced by liT's/NIT's/liSe., though these institutions account for less than 5% of total undergraduates in engineering and technology. The paper employs concepts like SWOT Analysis. Theory of Constraints (TOC) and the BCG matrix to look at the academic degrees as academic products of an engineering college. The quality of research and its relevance to national needs is also a question mark. Due to manifestation of the 'Diminishing caliber Syndrome ', the quality of inputs to research programs is below par of the quality of lower degree programs of the same institute. Status of research publications in peer-reviewed international standard journals is also quite pathetic. To improve the situation and take a lead in emerging knowledge economy, a strategic road map is proposed to boost research in engineering colleges in close collaboration with industry.- Examining Dimensions of Flexibility under Uncertainty
Abstract Views :268 |
PDF Views:0
Authors
Alpana Agarwal
1,
Prem Vrat
2
Affiliations
1 GL Bajaj Institute of Management & Research, Greater Noida, IN
2 The NorthCap University, Gurugram, IN
1 GL Bajaj Institute of Management & Research, Greater Noida, IN
2 The NorthCap University, Gurugram, IN
Source
Abhigyan, Vol 37, No 1 (2019), Pagination: 1-10Abstract
The importance of Organizational flexibility in organizational setting is essential in today's VUCA environment. Increased flexibility will be conducive to the necessary compliance and dynamism of globalized culture and turbulent environments. Given the need to examine the dynamics of flexibility, this paper is intending to explore the key factors, which influences the process of incorporation of flexibility; or influenced by incorporated flexibility in organizational settings. In first part of the paper, rigorous literature review identifies the various elements or dimensions of flexibility. In the later part the most relevant flexibility dimensions are ranked in order to find out key dimensions influencing organizational flexibility. The findings of this study provide evidence that there are nine dimensions of flexibility, i.e. functional, strategic, numerical, human resource, structural, financial, team, turbulence and significant others. Incorporating these flexibility dimensions in practice can support achievement of organizational excellence. Analysis of opinion of management professionals collected through survey questionnaire shows that strategic, functional and structural flexibilities are the key dimensions in successfully shaping the organization in new and turbulent environment.Keywords
Dynamic Environment, Organizational Flexibility, Flexibility Dimensions, Garrette Ranking, Stability, Turbulent Environment.References
- Al‐Alawi, A.I., Al‐Marzooqi, N.Y., & Mohammed, Y.F. (2007). Organizational culture and knowledge sharing: Critical success factors. Journal of Knowledge Management, 11(2), 22-42.
- Arvanitis, S., & Hollenstein, H. (1996). Industrial innovation in Switzerland: A model-based analysis with survey data. In A. Kleinknecht (ed.). Determinants of innovation and diffusion, pages 13-62, London: Macmillan.
- Atkinson, J. (1984). Manpower strategies for flexible organisations. Personnel Management, 16(1), 28-31.
- Bass, B.M., & Avolio, B.J. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17(1), 112-121.
- Bettio, F., & Rosenberg, S. (1999). Labour markets and flexibility in the 1990s: The Europe-USA opposition revisited. International Review of Applied Economics, 13 (1), 269-279.
- Burchell, B., Lapido, D., & Wilkinson, F. (2002). Job Insecurity and work intensification (eds). London/New York: Routledge.
- Cappelli, P., & Neumark, D. (2001). Do 'high-performance' work practices improve establishment-level outcomes?. Industrial and Labor Relations Review, Retrieved from : https://ssrn.com/abstract=267867 accessed on 25 September 2017.
- Carita Lilian, S. (2014). Virtual teams: opportunities and challenges for e-leaders, Procedia - Social and Behavioral Sciences, 110 (24), 1251-1261.
- Cascio, W. F. (2000). Managing a virtual workplace. Academy of Management Perspective, 14 (3), 81-90.
- Costa, A.C. (2003). Work team trust and effectiveness. Personnel Review, 32 (5), 605-622.
- Dunford, R. (2013). Flexibility as the rationale for organizational change: A discourse perspective. Journal of Organizational Change Management, 26 (1), 83-97.
- Fellenz, M. (2013). Flexibility in management theory: Towards clarification of an elusive concept. SSRN Electronic Journal. 10.2139/ssrn.1098111.
- Hair, J.F. Jr., Black, W.C., Babin, B.J., Anderson, R.E., & Tatham, R.L. (2006). Multivariate Data Analysis (6th ed.), New Jersey: Pearson Prentice Hall.
- Hermann, M.G. (1995). Leaders, leadership, and flexibility: influences on heads of government as negotiators and mediators. Annals of the American Academy of Political and Social Science, 542 (1), 148-167.
- Hill, E.J., Grzywacz, G.J., Allen, S., Blanchard, V.L., Matz-Costa, C., Shulkin, S., & Pitt-Catsouphes, M. (2008). Defining and conceptualizing workplace flexibility Community. Work & Family, 11 (2), 149-163.
- Houseman, S., & Abraham, K. (1994). Labor adjustment under different institutional structures: a case study of Germany and the United States, Upjohn Institute Staff Working Paper no. 94-26. http://www.upjohninst.org/publications/wp/94-26.pdf
- Kline, R.B. (2005). Principles and practice of structural equation modeling, New York: The Guilford Press.
- Kogut, B., & Kulatilaka, N. (1994). Operating flexibility, global manufacturing, and the option value of a multinational network. Management Science, 40 (1), 123-139.
- Lepak, D.P., Takeuchi, S., & Snell, A. (2003). Employment flexibility and firm performance: examining the interaction effects of employment mode, environmental dynamism, and technological intensity. Journal of Management, 29 (5), 681-703.
- Milgrom, P., & Roberts, J. (1995). Complementarities and fit strategy, structure, and organiza¬tional change in manufacturing. Journal of Accounting and Economics, 19 (1), 179-208.
- Nutek. (1996). Towards Flexible Organisations. Retrieved from http://www.itps.nu/pdf/engflex.pdf on 23 July, 2017.
- O’Reilly, J. (1992). Where do you draw the line? functional flexibility, training and skill in Britain and France. Work, Employment and Society, 6 (3), 369–96.
- Pugh, D.S., Hickson, D. J., Hinings, C.R., Macdonald, K.M., Turner, C., & Lupton, T., (1963). A conceptual scheme for organizational analysis. Administrative Science Quarterly, 8 (3), 289-315.
- Quinlan, M., Mayhew, C., & Bohle, P. (2002). The global expansion of precarious employment, work disorganization and consequences for occupational health: A review of recent research. International Journal of Health Services, 31 (2), 335-414.
- Roberts, N., & Stockport, G. (2009). Defining strategic flexibility. Global Journal of Flexible Systems Management, 10 (1), 27-32.
- Schwartz, H., & Davis, S.M. (1981). Matching corporate culture and business strategy. Organizational Dynamics, 10 (1), 30-48.
- Sharpe, M. (1997). Outsourcing, organizational competitiveness, and work. Journal of Labour Research, 18 (4), 535-549.
- Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18 (1), 509–533.
- Volberda, H. W. (1996). Toward the flexible form: how to remain vital in hyper-competitive environments. Organization Science, 7 (1), 359–374.
- Wright, P.M., & Snell, S.A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23 (4), 756-772.