Supply Chain Quality Management Practices

TOWARDS A BETTER UNDERSTANDING OF SUPPLY CHAIN QUALITY MANAGEMENT PRACTICES Article International Journal of Production Research This base reports the leave behind of a comparative study of choice official documents and methods adaptation by operations and supply grasp managers. SCQM is defined as a system base approach to performance improvement that leverages opportunities created by upstream and downstream linkages with suppliers and nodes. Operation management is traditional been explained by some version of an inputs-transformation process- outputs view of the productive cogency of the firms.From Quality perspective, operation managers have focused on internal activities much(prenominal) as process control process improvement, product soma improvement and design of experiment. As a result, more than and more six-sigma improvement project evolved. In addition experts like Deming have long emphasized importance of customers and supplier. In this paper, it explored the fight between flavor management practice of operation managers and each type of managers emphasizes supply chain managers, including what quality tools.Tool can here mean the method such as benchmarking, an approach to improving quality such as process improvement team (PIT) and leadership. Literature review and hypothesis development Supply chain management has developed as a field from the integration of operations and marketing management. As a result, a linkage with upstream firms which was once the plain of purchasing has been elevated in importance. The quality management precedence for this is found in Demings fourth point, End the practice of awarding business on the basis of price tag alone.Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term alliance of loyalty and trust. This has resulted in a merging of quality management and supply chain management principles. Supply chain management practices can result in operational benef its such as decreased production lead times, reduced costs, faster product development, and increased quality In this article job for integration of quality and supply chain management Theodorakioglu found a significant positive correlation between supplier management and total quality management.Quality has been one of the critical determines in choosing suppliers. Hence a hypothesis is developed t understand how managers differ in adopting quality tool. 57 quality tools be selected. Some of the tools are Benchmarking, Enterprise resource planning (ERP), Just in Time (JIT), lean, Quality awards, Six Sigma Black Belt DMAIC, Poka Yoke, basic seven tools of quality like f modestcharts, Fish bone Diagram, Affinity diagram, 5-S, Problem evaluation and review technique (PERT), and Data analysis. Quality professional tools like control chart, computer support testing (CAT), inspection, Gage R&R. Some supply chain tools like customer relationship management, Complaint resolution, Suppli er development, Supplier evaluation like ISO 9000, and customer benefit package. chassis tools like Quality Function Deployment (QFD), estimator Aided Design (CAD), Concurrent design, Quality assurance (QA), Failure mode and effects analysis(FMEA), Design of Experiment(DOE), Design for manufacture (DFM), Reliability Index, DMADV, and Robust design by Taguchi. Management tools like On the Job Training, Change Management, Human resource Management (HRM), Systems Thinking, eventuality Theory, Plan-do-check-act (PDCA) cycle, Crosby-managing quality concept, Malcolm Baldrige National Quality Award (MBNQA), Jurans Trilogy of improvement, and Hoshin planning However, these tools are a broad collection of approaches to improving quality that will provide insights to the differences between how operations and supply chain managers approach quality improvement. Methods Data for this study was gathered by inviting opusicipants to complete a web-based survey. The survey included seven Liker t scales that allowed respondent commit the extent to which they expendd various quality tools. These lists are submitted to the panel of six supply chain and quality managers. Result in removal of one tool and addition of two tools in the survey. Total 57 tools are included in the survey. The test was conducted with MBA students, APICS members, ISM members, and CSCMP members. Result Using SAS, it is examined difference in the engagement of quality tools between operation and managers and supply chain managers. It is computed and found the difference between mean responses of each manger. A positive difference indicate a particular tool is utilized to a greater extend between both managers. Negative differences indicate operation managers tend to use the tool more than supply chain managers. To test our hypothesis, we then ranked the quality tool means and performed a Kruskal Wallis test to analyze differences in ranks where the treatment was type of manager.Conclusion Tools of senior high importance to both Supply Chain and Operation Managers On the job training, Data Analysis, Supply chain management, Customer relationship management, Project Management and survey. Tools distinguished primarily to Supply Chain Mangers Leadership, Benchmarking, Complaint resolution, Supplier management, Change management, ERP, Awards, Design for the environment, Six sigma, and Deming. Tools important primarily to Operation Mangers QFD, Computer Aided Design (CAD), Computer Aided Testing (CAT), Prototyping, ISO 9000, Design for Manufacture, PDCA, Gage R&R, and 5-S. Tools of low importance to both Supply Chain and Operations Managers DMAIC, Crosby, DMADV, MBNQA, SERVQUAL, Juran, and Hoshin. There are few surprises. The low rankings for the Baldrige award and the six-sigma methodologies were somewhat surprising. It could be that DMAIC and DMADV is more the domain of six sigma black belts. Since these black belts tend to be more specialized, both managers may not utilize t hese processes in daily problem solving and decision-making. Reflection on the identified differences reveals that operations managers tend to manage supply chain relationship through adjective methods such as ISO 9000 and supplier evaluation. Supply chain managers tend to adopt more collaborative approaches such as supplier development, awards, and complaint resolution processes. As the field of operations moves more in a supply chain direction, this could change. Supply chain professionals have long emphasized collaboration and this has become part of the supply chain culture.