Quality in U. S. Manufacturing Industries: An Empirical Study

Abstract

Quality management practices were determined in this research study from previous research, in-depth interviews, multiple case-study analysis, and an empirically based survey. Twelve categories consisting of 89 quality management practices were determined. The categories are: top management support, customer relates with responding entity, responding entity relates with customer, statistical control/feedback, rewards to employees for quality improvement, impact of increased quality, work attitudes, product design process, process flow management, supplier relates with responding entity, responding entity relates with supplier, and information technology. A national survey was sent to 3375 managers representing 3285 different manufacturing companies. Six hundred thirty-four of the surveys were returned. The responses were examined with respect to each organization's self-reported level in a five-level manufacturing supply chain (base-level supplier to end-product producer). The rank order of the most applicable and least applicable quality management practices was consistent across all five levels of the supply chain. The authors' results indicate that level of supply chain does not influence how quality is managed. A successful manufacturing company is usually indicative of a successful manufacturing supply chain. By identifying the quality management practices that are considered important to each level in a supply chain, one level of a supply chain can better communicate and understand another level. Better communication creates a competitive advantage for individual entities and their connected supply chain.