Abstract
The main focus of this paper is to indicate the effect of quality management practices and concurrent engineeringon business performance improvement. The research has been done by taking one of Brewery Company (MetaAbo Brewery S. Co) as a case study. Practical secondary data have been collected and analyzed to understandwhat it seems the actual company’s business results growth rate in terms of annual sales, profit before incometax, production volume and costs of production. These results are compared to the ideal continuous improvementorganization business results. Primary data are also analyzed to test quality practice levels of the company. Theresults of these discussions approve that there exists a direct relationship between TQM & CE, and company’sbusiness performance improvement. Finally, proposed business improvement model and modified TQM & CEimplementation models are presented.
Highlights
To achieve a significant result on business performance improvement in the existing dynamic market, using or combining more than one process improvement approaches for the betterment of the company’s business performance may require
Though consistence and progressive performance improvement is challenging in the existing dynamic market, the general trend from the result of quality management practices and concurrent engineering practice of the case company shows a positive relationship with business performance improvement
Traditional manufacturing views business results like productivity and profitability are considered as they have inverse relationship with quality i.e. increasing quality means incurring high costs of production and reduce profitability and productivity
Summary
TQM has been widely considered as management tool for business stability, growth and prosperity (Issac et al, 2004), as a tool to keep competitive advantage (Kuei et al, (2001), and Eng and Yusof (2003)). A single approach cannot be expected to bring a significant effect on every dimension while measuring organizational performance (Walker and Ruekert, 1987) This forces many firms to operationalized organizational performance in to different segments of measurements like sales growth, return on assets, new product success , market share and overall performance ( Slater and Narver (1994), Narver and Slater, (1990), (Jaworski and Kohli, 1993). The overall philosophy of concurrent engineering is single, but powerful, principle that enhances the incorporation of downstream issues into the upstream phases of a development process It shortens product development times, improved product quality, and lower development– production costs (Yassine, A & Braha, D., (2003)). Martin Marietta’s Space System’s programs have used the TQM concepts like CE, vendor involvement, product teams, and continuous product improvement while building and designing structural subsystems
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