Purpose – Previous research showed that there are some barriers which hinder the implementation of total quality management (TQM) in organizations. But no study has been undertaken to understand the interaction among these barriers and to develop a hierarchy of TQM barriers model. There is an urgent need to analyze the behavior of these barriers so that TQM may be successfully implemented. This paper therefore, aims to understand the mutual interaction of these barriers and identify the “driving barriers” (i.e. which influence the other barriers) and the “dependent barriers” (i.e. which are influenced by others).Design/methodology/approach – In this paper, an interpretive structural modeling (ISM) based approach has been utilized to understand the mutual influences among the barriers of TQM.Findings – In the present research work, 12 TQM barriers are identified through the literature review and expert opinion. The research shows that there exist two groups of barriers, one having high driving power and lo...

Analysis of interaction among the barriers to total quality management implementation using interpretive structural modeling approach

Agile supply chain management: where did it come from and where will it go in the era of digital transformation?

In the highly competitive environment, to be successful and to achieve world-class-manufacturing, organizations must possess both efficient maintenance and effective manufacturing strategies. A strategic approach to improve the performance of maintenance activities is to effectively adapt and implement strategic TPM initiatives in the manufacturing organizations. Total productive maintenance (TPM) is not easy to adopt and implement, due to presence of many barriers. The purpose of this paper is to identify and analyse these barriers. A questionnaire based survey was conducted to rank these barriers. The results of this survey and interpretive structural modelling approach have been used to model and analyse key barriers and drive managerial insights.

Analysis of barriers of total productive maintenance (TPM)

Green Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to increase the environmental and operational performance of manufacturing industries. However, there are some barriers to implement Green Lean in manufacturing industries. This paper aims to identify these barriers by reviewing the literature and analyze inter-relationships amongst selected barriers.,This paper deals with the identification of barriers to the adoption of Green Lean practices in manufacturing industries. Using the DEMATEL approach and using the insights of experts, a cause and effect relationship diagram was generated through which the effect of barriers was analyzed.,Twelve barriers were categorized in terms of cause and effect, and the interrelationships of barriers were also analyzed. Threshold value is calculated as 0.134 and the values lower than a were eliminated to obtain the digraph. “Resistance to change,” “lack of top management commitment” and “lack of training to employees” are the most prominent barriers on the basis of their prominent score.,Analysis in the research is highly dependent on expert judgments and opinions may be biased. However, the initial matrix obtained from the experts is hindered by the ambiguity about some relationships. But this can be improved by using fuzzy and grey set theories. The barriers used for the analysis are not from a specific type of manufacturing industry.,The findings will help the manufacturing organizations to simplify the most important barriers, the least significant barriers and the relationships between these barriers. This Berlin knowledge will enable administrators to increase awareness of the barriers in Green Lean implementation. “The top management commitment” and “government support” are most important for the removal of barriers to Green Lean strategies.,Very few scholars have used the DEMATEL approach to examine the sequence of the barriers to Green Lean implementation. The present study attempts to incorporate the DEMATEL model to assess the sequence of barriers to the implementation of Green Lean. This study investigates the degree of influence of barriers on each other and categorizes the barriers into cause and effect groups. This study is also intended to pave the way for future research in the path of the elimination of barriers to Green Lean strategies.

Analyzing barriers of Green Lean practices in manufacturing industries by DEMATEL approach

Purpose




The purpose of this paper is to identify and analyze the interactions among different enablers of agile manufacturing system (AMS). The existing enablers available in the past literature are scattered and not able to meet specific requirements of the customers. So, it becomes a necessity to encapsulate these enablers in appropriate proportions to enable traditional organizations to AMS. To fill this gap total interpretive structural modeling (TISM) and MICMAC analysis-based framework model have been developed to understand the mutual interactions between among the enablers.




Design/methodology/approach




Identification of enablers followed by application of TISM, which is an innovative version of ISM and MICMAC analysis, is used to study and analyze the mutual interactions between identified enablers.




Findings




The result reveals that top management support, organizational structure and information technology integration have strong driving power and weak dependence power and are at the lowest level in the TISM model hierarchy, while the outcome enablers of AMS have low-driving power but have high-dependence power.




Research limitations/implications




This model is developed on the basis of inputs from few experts and may not reflect the opinion of whole industry community.




Practical implications




Top management must stress on enablers having strong driving power for efficient implementation of AMS. Managers in the area of manufacturing may drive useful insights from the empirical study presented in this paper. Managers should plan an effective strategy for proper implementation of AMS which makes organization more agile, productive, competitive and profitable.




Originality/value




TISM-based framework structural model has been proposed for industry or organization which is a new effort for implementation of AMS.

A framework to enhance agile manufacturing system: A total interpretive structural modelling (TISM) approach

Manufacturers in the 21st century enterprises have to cope with an increasingly dynamic and competitive environment. In order to function effectively within this environment, manufacturers have sought to apply a variety of principles, one of these umbrella groupings is agile manufacturing and incorporating the concepts of agility. However, adoption of agile manufacturing is not a trivial task with barriers existing throughout its life cycle spectrum, from development and implementation to its maintenance and improvement phases. Investigating agile manufacturing barriers is necessary to help understand and overcome them. The aim of this study is to explore various barriers to adopt agile manufacturing and to establish a relationship among the dimensions of barriers through the Interpretive Structural Modelling methodology. This is a well-established methodology for identifying and summarising relationships among specific items that define an issue or problem. Practical implications and future research directions are identified.

M. Asif Hasan

Papers

A study of barriers to agile manufacturing