`RRLS

1. Shweta Bajaj, Ruchi Garg, Monika Sethi: Total quality management: a critical literature
review using Pareto analysis

Total quality management (TQM) has gained a lot of importance by businessmen,

managers, practitioners, and research scholars over the last 20 years.
The research will help academicians and future researchers to have a clear understanding
of TQM in different rosters. Organizations take up various methods to enhance the
performance of their business. Total quality management (TQM) has been an important
tool which is widely accepted by both manufacturing and service organizations as an
attempt to improve the performance of their business.
It is an orderly management approach to meet competitive and technological challenges
which has been established by both service and manufacturing organizations globally
(Kumaret al., 2009)
TQM being a business management approach also improves the quality of organizational
management, boosts competitiveness, and adds worth to the customer as well as provides
a competitive edge for the organizations (Leeet al., 2010).

Customer satisfaction
Improved business performance
Competitive advantage
Employee satisfaction
Improved service
Product quality
Improved financial performance
Operational effectiveness
Cost reduction
Improved market share
Social environment
Improved productivity
Improved innovativeness
Employee relations
Improved leadership
Improved communication
Improved external and Internal relations

2. Harald Foidl, Michael Felderer: Research Challenges of Industry 4.0 for Quality
Management

Nowadays, the quality of products, services and processes is essential to achieve

sustainable economic success and to ensure competitiveness. As an important area of
research and practice, quality management has attracted the interest of many academics
and managers. Increasing customer expectations, global competition and the continuous
 increasing complexity of products are the reasons why quality management has become
indispensable in today’s companies and quality became an integral part of corporate
objectives, strategies and policies. Due to the fact that the term “quality” is used in
different ways and means different things to different people. several definitions and
concepts for quality (i.e. Crosby [37], Garvin [38], DIN EN ISO 9000 [34]) exist.
Resulting, also quality management, as a very subjective concept for which several
approaches and philosophies (i.e. Total Quality Management (TQM) [39, 40], Zero
Defects Concept [41], Quality Management principles defined by the DIN EN ISO 9000
[34]) exist, is hard to define. In this paper, quality management is seen,
according to Hehenberger [43], as a functional management discipline which seeks to
optimize business processes and workflows under consideration of physical and temporal
restrictions as well as the preservation of the quality of products or services and
their further development.

3. Raine Isaksson: (Total quality management for sustainable development Process based
system models)- The research on synergies is limited on organizational sustainability.

“Sustainable Development is development that meets the needs of the present generation,
without com-promising the ability of future generations to meet their own needs”
(WCED,1987). SD could be seen as a global concern that relates to individuals,
organizations and nations. SD at the organizational level is often described using the
triple bottom line (TBL), which divides performance in the economic, environmental and
social dimensions (Elkington, 1999; Topfer, 2000)

Total quality management (TQM) has, since the 1980s, become a worldwide
management topic. There is no universally agreed definition on TQM, but the basic
definitions are not very different, and most emphasize concepts including continuous
improvement, customer focus, human resources management and process
management (Sila and Ebrahimpour, 2003) . In this paper TQM is defined as:
A constant endeavor to fulfil and preferably exceed, customer needs and expectations at
the lowest cost, by continuous improvement work, to which all involved are committed,
focusing on the processes in the organization (Bergman and Klefsj, 2003).
This definition also indicates the importance of providing more value at a lower cost,
which is consistent with the objectives of economic sustainability. TQM should,
through improved economic performance, be able to contribute to SD, at least in the
economic dimension. It should be of interest to compare TQM and SD in order to fin
possible synergies that would improve change work for increased sustainability. TQM
can be seen as a management system based on values, methodologies and tools
(Hellsten and Klefsj, 2000; Bergman and Klefsj, 2003
TQM as a management system could be expanded to include components of SD.The
TQM focus on improved economic sustainability constitutes one area of potential
synergy. A sound profit is necessary for economic sustainability, but it is not the sole
requirement. Profit needs to be complemented with work to minimize internal losses
which contribute to unsustainable performance. One way of assessing these losses is to
use theory based on the cost of poor quality (CPQ), with a focus on sustainability
(Isaksson, 2005). The indications are that high CPQ equate to low sustainability. This
suggests increased focus on improving process performance as a way to improve
sustainability. Methodologies from TQM such as process management should be
applicable for not only improving the economic performance but also the environmental
and social performance.
Commonly quoted core values for TQMare “customer focus”, “continuous
improvement”, “focus on processes”, “focus on facts”, “participation of everybody”, and
“committed leadership” (Dale, 1999; Dahlgaard et al., 1998; Bergman and Klefsjo¨,
2003). If the core values in business excellence models (BEM) are taken as examples of
TQM-values, then a considerable number of values such as “valuing employees and
partners”, “systems perspective”, “social responsibility”, and “focus on results and
creating value” could also be added (EFQM, 2003).

The term methodology is commonly used to describe activities that are performed
in a certain order. Some methodologies applied to TQM include benchmarking,
self-assessment, business process management and six sigma. An important
methodology within TQM is the self-assessment process based on criteria in BEM.
The American Malcolm Baldrige National Quality Award (MBNQA), the European
Foundation for Quality Management (EFQM) Excellence Model and the SIQ Model for
Performance Excellence specify criteria based on TQM core values (MBNQA, 2004;
EFQM, 2003; SIQ, 2003). Applying these criteria successfully is proven to improve
economic performance (Hendricks and Singhal, 1997, 1999; Wrolstad and Krueger,
2001; Hansson and Eriksson, 2002).

Typical tools used in TQM initiatives include control charts, cause and effect
diagrams, and process maps. In research covering 76 survey-based studies of TQM in
the period 1989-2000 it was found that process management was characterized as a
critical factor in one third of the studies (Sila and Ebrahimpour, 2003). The value of
“focus on processes”, the methodology of business process management and the tools
of process mapping are chosen as the main components for the study. For a review of
values, methodologies and tools, see, for example, Bergman and Klefsjo¨ (2003).

Sustainable development
The definition of SD as “Development that meets the needs of the present generation,
without compromising the ability of future generations to meet their own needs” could
be interpreted as a stakeholder focus with future generations as one of the stakeholders.
Stakeholder focus and focus on sustainability could be regarded as SD-values. The
principle of “focus on processes” is well founded in BEM and in the ISO 9000
quality management system (EN ISO 9000, 2000). However, the GRI guidelines do not
mention any “focus on processes” and do not differentiate the nature of indicators such
as policy, input, output and impact (GRI, 2002).
4. Roger M. Limpiada (The Relationship Between Organizational
Dynamics and Total Quality Management Practices of Manufacturing and Other
Related Companies in the CALABARZON Region, Philippines:

Several studies had been conducted to illuminate concepts and ideas about Total
Quality Management (TQM). TQM according to BS7850: Part 1 (1992) is a
management philosophy and company practices that aim to harness the human
material resources from an organization in the most effective way to achieve the
objectives of the organization.

Likewise, BS 4778: Part 2 (1991) considers TQM as

a management philosophy embracing all activities through which the needs and
expectations of the customer and the community, and the objectives of the organization
are satisfied in the most efficient and cost-effective way by maximizing the
potential of all employees in a continuing drive for improvement. TQM had its
earlier development with Deming (1986) who postulated a major philosophy in
quality improvement through statistical control and reduction of variability.

Juran
(1988) shared his definition of quality as “fitness for use” which attained widespread
although not universal acceptance. He further theorized on the quality trilogy:
quality planning, quality control, and quality improvement. In 1980, Crosby
conceptualized zero defects.

This is the attitude of defect prevention and involves

doing the “right job right the first time.” Quality according to Crosby (1984) is free,
but it is not a gift. Feigenbaum (1991) emphasizes total quality control. According
to him, a company must set quality standards, appraise conformance to standards,
act when conditions are not met, and plan to make improvements. Finally, Ishikawa
(1985) advocated the use of statistical techniques to improve quality in Japanese
industry and his greatest achievement were the successful introduction of Quality
Control Circles into Japan.

Work environment and culture

Management leadership
Education and training
Supplier quality management
Systems and processes
Continuous improvement
Measurement and feedback
Resource management
5. Minh Hue, Nguyen Anh Phan, and Yoshiki Matsui: Contribution of Quality Management
Practices to Sustainability Performance of Vietnamese Firms

Sustainable development is an accelerating trend that is important to all humankind.

People are enjoying higher quality of life with rapid economic growth, but they must also
cope with serious environmental degradation (pollution, global warming, etc.) and social
problems (diseases or inequity).
The concept of sustainability, either at strategic level or operational level, could be
viewed from a perspective of the triple bottom line which consists of three elements: the
social equity bottom line (people), the environmental bottom line (planet), and the
economic bottom line (profit). The social bottom line refers to equity and quality of life
for all people either working for the organization or not. The environmental bottom line
concerns the impact of the organization on “living and non-living natural systems” such
as land, water, air and ecosystems.

The economic bottom

line refers to both financial and non-financial values created by the organization that
benefits not only shareholders but also stakeholder groups. To achieve sustainability
goals, the three aspects of the triple bottom line must be harmonized, integrated and
balanced effectively. Profitability is still the priority of most organizations. To increase
financial benefits, many organizations sacrificed the environment aspects. Awareness of
“sustainable development” motivated them to effectively balance among the three aspects
—finance, environment, and society.

To do so, enterprises should implement “sustainability management”, which is defined as

“accelerating the adoption of best management principles, models, and practices
throughout the operations system, and enabling the environment to achieve sustainable
development” [3]. Quality management (QM), besides the ultimate goal to provide
superior values to customers by continuously improving process efficiency, is also
recognized to share similar purposes and common implementation factors with
environmental management system [4].

Quality management, in this sense, would be a feasible approach contributing to

sustainability performance (SP). Along with this, the question on how the
implementation of quality management practices would affect sustainability performance,
therefore, is of great importance not only to practitioners, but also to policy makers and
academic researchers.

From an academic perspective, sustainability is a concerned topic in some studies but

mainly in the field of agriculture [7–10]. In the field of operations management research,
there is still a limited academic work investigating the linkage between operations
management systems and sustainability in developing countries. Particularly, from our
best knowledge, there is no previous study on quality management and sustainability
performance in Vietnam context. To address the research gap, this study aims to
empirically test the direct impact of QM practices on SP, and moderating effects of QM
experience time, type of industry, and firm size on the relationship between QM practices
and SP

Quality management in the early 1900s primarily meant inspection to ensure quality
product. In the 1930s, statistical analysis and control of quality were developed by Walter
Shewhart. Around the 1950s, some quality gurus made huge contributions to quality
management method diffusion W. Edwards Deming taught managing quality through
statistical techniques to Japanese people. Joseph M. Juran introduced the concepts of
controlling quality and managerial breakthrough. Phillip B. Crosby promoted zero defects
for quality improvement [11]. From the 1960s, quality management has been viewed
from a broader perspective as “companywide quality control” (ASQ), “an integrated
approach to achieving and sustaining high quality output” which involves “all levels
functions of the organization” [12]. From this point of view, quality management is made
up by a set a companywide quality management practices and techniques [4,13,14] with
the purpose to deliver high quality products to customers.

To support and encourage the quality improvement from an international perspective,

International Organization for Standardization (ISO) has been established in 1987
including members from 163 countries. The organization provides ISO 9000 as a family
of quality management standards and guidelines for organizations to ensure their product
and service quality. ISO 9001 (2015) based on seven quality management principles:
customer focus, leadership, engagement of people, process approach, improvement,
evidence-based decision making, and relationship management.

Saraph, Benson, and Schroeder [17] made a pioneering work to identify and confirm the
reliability and validity of eight critical factors of quality management:
(1) the role of management leadership and quality policy;
(2) role of the quality department;
(3) training;
(4) product/service design;
(5) supplier quality management;
(6) process management;
(7) quality data and reporting; and
(8) employee relations [17].

Flynn, Schroeder, and Sakakibara [18] validated seven key dimensions of quality
management:
(1) top management support;
(2) quality information system;
(3) process management;
(4) product design;
(5) workforce management;
(6) supplier involvement; and
(7) customer involvement [18].

In 1995, this group of authors tested measurement instruments for quality management in
world-class manufacturers in the US [12]. The world-class manufacturers were randomly
selected from a master list that was developed using Dun’s Industrial Guide: The
Metalworking
Directory [19], JETRO’s information, and Schonberger’s [20]. Eight key dimensions
divided into Core Quality Management Practices are examined:
(1) process flow management;
(2) product design process;
(3) statistical control and feedback; and Quality Management Infrastructure
Practices comprising
(4) top management support;
(5) workforce management;
(6) work attitudes;
(7) supplier relationship; and
(8) customer relationship. This study also tested the impact of quality management
practices on performance and competitive advantage and discussed in light of Garvin’
eight dimensions of quality.

Anderson, Rungtusanatham, Schroeder, and Devaraj [21], based on 14 Points of Deming,

conducted a thorough analysis on the Deming Management Method and identified seven
underlying dimensions of quality management:
(1) visionary leadership;
(2) internal and external
cooperation;
(3) learning;
(4) process management;
(5) continuous improvement;
(6) employee fulfillment; and
(7) customer satisfaction [21].

In the global economy today, business management has been increasingly aware of the
need for sustainability management which aims to achieve social, environmental and
economic performance simultaneously. Kuei and Lu [3] defined sustainability
management as “accelerating the adoption of best management principles, models, and
practices throughout the operation system, and enabling the environment to achieve
sustainable development”.

Edgeman [42] developed a Sustainable Enterprise

Excellence framework based on business excellence models including Baldrige National
Quality Award, European Quality Award and sources of sustainability indicators from
Global Reporting Initiative and the United Nation Global Compact. Edgeman and
Eskildsen [43] introduced a maturity assessment regiment of the Sustainable Enterprise
Excellence model that is a combination of graphical NEWS
(North–East–West–South) compasses and SWOT (Strengths–Weaknesses–
Opportunities–Threats) plot narratives.

Sustainability performance is conceptualized as an outcome of sustainability

management. Sustainability performance can be defined as “the combination of its
economic, social and environmental performance” [44], and “the performance of a
company in all dimensions and for all drivers of corporate sustainability” [45]. Figge et
al. [46], based on the Balanced Scorecard of Kaplan and Norton, discussed three possible
approaches to integrate the three dimensions of sustainability into a single framework
called Sustainability Balanced Scorecard.

The third approach is to formulate an environmental and/or social scorecard. The nature
of the environmental and social aspects of each specific business unit should be taken
into serious consideration during the process of formulating a Sustainability Balanced
Scorecard [46]. Chardine-Baumann and Botta-Genoulaz [44] proposed a framework and
indicators to assess sustainability performance including Economic dimension
(Reliability, Responsiveness, Flexibility, Financial performance, and Quality),

In this paper, sustainability performance is defined as the balanced performance among

three aspects—social, environmental, and economic performance. Adopted from
Chardine-Baumann and Botta-Genoulaz [44] with customizations, this research measures
sustainability performance based on three aspects: economic performance, environmental
performance, and social performance.

Many practitioners and scholars have investigated and integrated their operations areas of
interest with sustainability goals [47]. Quality management system is one of feasible
approaches towards sustainability performance. Several studies examined how
sustainability challenges would be addressed by quality management principles and
practices [3,47]. Kuei and Lu [3] proposed a conceptual framework of quality-driven
sustainability management systems by integrating quality management principles into
sustainability management.
 The study also found implementation steps for cross-enterprise and functional units
operations. Isaksson [47] investigated possible synergies between total quality
management (TQM) and sustainable development (SD) based on common values,
methodologies and tools. Values of TQM: “focus on processes” and “systems
perspective” and values of SD: “stakeholder focus”, “accountability” and “sustainability”
are discussed as values of the
TQM-SD management system.

Most empirical studies in the field of QM and SP have only focused on a single aspect of
sustainable performance. Regarding economic aspect, there are empirical studies
investigating the linkage between quality management practices and financial
performance [23,28,32,49], organizational performance [50], and business performance
[24]. Some studied examined QM and antecedent of economic performance such as
operational performance [12,28,38,39,51–54], production performance [34], and quality
performance [22,23,26,33,55,56]

Process control: Seven tools for statistical quality control were developed and
disseminated by Ishikawa [72]. Thorough process control using statistical techniques is
postulated to reduce process variance which, in turns, prevents defective components or
products [12,63]. As a result, economic and environmental performance would be
improved by reduction of material consumption as well as waste emission. The positive
impact of process control is supported by empirical studies [14,23,24,26,28,36].

Continuous improvement: With continuous improvement, organizations take never-

ending efforts to improve their products and processes which, in turns, are expected to
result in better overall sustainability performance.
The contribution of continuous improvement is indicated in [34,75,76].

Problem solving teams are usually formed with cross-functional members to deal with
quality-related problems. Finding and addressing the causes of problems would prevent a
repetition of the same defect type, leading to an improvement in both environmental and
economic performance. This argument is supported in [12,63].

6. The UK Sustainable Development Strategy(http://www.ecifm.rdg.ac.uk/inofsd.htm):

The Economy: One of the objectives of sustainable development is to promote a healthy
economy in order to generate the resources to meet people’s needs and improve
environmental quality. This in turn can further the protection of human health and the
natural environment.
Indicators:
 Gross Domestic Product
 Structure of the economy
 Expenditure components of GDP and personal savings
  Consumer expenditure
 Inflation
 Employment
 Government borrowing and debt
 Pollution abatement expenditure
 Infant mortality
 Life expectancy

7. Sustainable Development @2019 by https://www.sustainable-environment.org.uk: To

deliver a more sustainable economy we need to make better use of resources, promote stability
and competition, develop skills and reward work, and supply goods and services which meet
consumers’ needs whilst minimising their impact on the environment. Business needs a strong,
stable economy as the basis for innovation and investment, on which future jobs depend.
 
The traditional measure of the economic performance is the gross domestic product or
GDP, which represents the total value of all goods and services produced by a nation
during a given year. It is effectively a measure of traditional economic strength. A nations
economics has a significant effect on environmental issues. Energy consumption,
pollution and waste are just a few of the impacts of the economy in our society. If we are
to sustain economic growth and if the UK is to maintain its economic strength then the
practices causing these environmental problems must continue. However, these practices
can become less damaging to the environment. This is possible because our economy
makes enough money to finance new initiatives and technologies that will reduce some of
the negative impacts.
Economic Indicators
 GDP
 
Total GDP and GDP per capita are good indicators of the relative strengths of the worlds
nations. The economically stronger nations should perhaps take the lead in tackling
environmental issues.

Other indicators may include:

 Investment in public, business and private assets (headline);
 Social investment;
 Rate of inflation;
 Government borrowing and debt;
 Competitiveness/productivity;
 Trade/exports/imports.
Full employment is the goal of any government for its workforce. Realistically, full employment
is unlikely ever to be achieved, but the reduction of unemployment to as low as is practicably
possible without harming other aspects of the economy, our society and our environment should
be a core aim for sustainable development. In the field of labour and employment, there are
many different ways to calculate how employment is progressing.
8. José Roberto Xavier Alves, João Murta Alves(Production management model integrating
the principles of lean manufacturing and sustainability supported by the cultural
transformation of a company): The concept of sustainable development has achieved great
notoriety in recent decades, driven by environmental movements and concerns about
climate change that is presumably caused by human interference in ecosystems that
impact life and society. In 1987, the Brundtland Commission defined sustainable
development as ‘development that meets the needs of the present without compromising
the ability of future generations to meet their own needs’ (WCED 1987).

Sustainability has been recognised by organisations as a competitive advantage. As a

result, many actions or attitudes that had been innovative in the past have today become
fashionable and now form the basis of government laws and regulations that have made
the market progressively more restrictive. Further, there is a growing concern in society
about the degradation of the environment and therefore, companies that are prepared to
meet government policies and comply with international trade and consumer expectations
have a competitive advantage over those that do not meet these requirements (Black et al.
2013).

As part of the sustainable development strategy, Elkington (2000) introduced the triple
bottom line (TBL) concept, also known as people, planet and profit. The TBL provides a
balanced relationship among economic, social and environmental aspects of business
management so that sustainability goals are included in business practices. It measures
the economic results of the company, taking the degree of social and environmental
responsibility into account. Figure 1 illustrates the interactions among the three pillars of
sustainability proposed by Elkington (2000). The three pillars that support the concept
include:

Profit: focuses on the economic value generated by the company through viable
enterprises to meet the expectations
of shareholders or to provide economic benefit to the surrounding community and society;
People: focuses on the establishment of fair practices for employees, partners and the
community in which the
company develops its activities;
Planet: focuses on the use of sustainable environmental practices and reducing the
environmental impact by
decreasing the generation of pollutants and waste in production processes.
9. John C. Anderson, Manus Rungtusanatham, Roger G. Schroeder and Sarvanan Devaraj(A
Path Analytic Model of a Theory of Quality Management Underlying the Deming
Management Method: Preliminary Empirical Findings): Quality management has
increasingly become the focus of organizations competing in both domestic and global
economies. Quality has often been cited as the highest competitive priority (e.g., [29]), an
issue of strategic importance and survival and a means of competitive performance
Numerous descriptive case studies of quality and other organizational improvements that
accompany the adoption of quality management approaches have found their way into the
literature.

Theorizing how and why this occurs, and testing this theory empirically, beyond case-
based research, however, are far less common. A case in point is W. Edwards Deming and
his Deming Management Method the Deming Management Method contains a set of 14
Points, presented by Deming to be “principles of transformation” to improve the practice
of management [6, p. 231. Deming’s 14 Points have been embraced by many
organizations, both domestically and internationally, across manufacturing and service
industries and profit and nonprofit sectors.

Many firms (including Ford Motor Company,

Xerox Corporation, Zytec Corporation, etc.), have attributed the turnaround of their
organizations, in varying degrees, to the Deming Management Methd, their “success”
stories have been documented in Baker and Artinian [2], Hodgson [19], Scherkenbach
[30], and Walton [35, pp. 121-2381.

In developing a theory of quality management to describe and explain the effectiveness

of the Deming Management Method, Anderson, et al. [ 13 began by conducting
an in-depth and objective analysis of the Deming Management Method. The analysis
examined the content and linguistic structure and traced the chronological evolution
of the 14 Points.

This task was complemented by a three-round Delphi study, aimed at identifying

and defining concepts suggested in the Deming Management Method. Seven experts
on Deming and his 14 Points, from both academe and industry, participated in the
Delphi study. All seven have been andor are actively involved in implementing the
Deming Management Method in organizations. Several of the experts participating
in the Delphi study have attended Deming’s management seminars more than once.
Some have even conducted research and writing related to quality management and,
specifically, to the Deming Management Method.

The experts engaged in a three-round Delphi study to identify and define the
constructs underlying Deming’s 14 Points. Abstraction of the Delphi study outcomes,
using an affinity diagram method (see Mizuno [25]), led to the induction of seven
constructs or the “Whats” of a theory [37], believed to capture the essence of the
 Deming Management Method. The seven constructs are: (1) Visionary Leadership,
(2) Internal and External Cooperation, (3) Learning, (4) Process Management, (5)
Continuous Improvement, (6) Employee Fulfillment, and (7) Customer Satisfaction.

Continuous Improvement: The propensity of the organization to pursue incremental

and innovative improvements of its processes, products,
and services.

Visionary Leadership: The ability of management to establish, practice, and lead

a long-term vision for the organization, driven by
changing customer requirements, as opposed to an internal
management control role.

Customer Satisfaction: The degree to which an organization’s customers

continually perceive that their needs are being met by the
organization’s products and services.

10. Emilie Chardine-Baumann, Valérie Botta-Genoulaz (A Framework For Sustainable

Performance Assessment Of Supply Chain Management Practices): Sustainable
development is defined in the Brundtland Report of the World Commission on
Environment and Development (WCED, 1987) as “development that meets the needs of
the present without compromising the ability of future generations to meet their own
needs”.

It is common in the literature on economic performance evaluation (SCC, 2008; Vachon

& Klassen, 2008) to cover five fields: reliability, responsiveness, flexibility, finance and
quality. Gunasekaran, Patel and Tirtiroglu (2001), Lynch and Cross (1991), SCC (2008),
and Zhu, Sarkis and Lai (2007) present reliability in particular through four sub-fields. In
fact, the impacts of a SCM practice
would be evaluated on the basis of customer services (choice/range of products/services),
suppliers’ service, reliability of stocks – particularly on out of stock –, and reliability of
forecasts. To evaluate responsiveness, we have borrowed eight sub-fields from Lynch and
Cross (1991), SCC (2008) and Vachon and Klassen (2008):
Responsiveness:
 Design responsiveness, to evaluate the impacts of a practice on design
responsiveness and
 product/service development.
 Purchase responsiveness, to evaluate the impacts of a practice on purchase
responsiveness with regard to raw materials/components.
 Source responsiveness, to evaluate the impacts of a practice on source
responsiveness with regard to raw materials/components.
 Production responsiveness, to evaluate the impacts of a practice on production
responsiveness with regard to products/services.
  Delivery responsiveness.
 Sales responsiveness.
 Return responsiveness.
 Supply chain responsiveness.
“Evaluation of quality” is a field which is less common in terms of performance. We find some
information in Matos and Hall (2007), in SCOR (SCC, 2008), and in Vachon and Klassen
(2008). We define the impacts of quality in three sub-fields:
− Product/service quality, in order to estimate the impact of the practice on the ability of
products/services to meet consumer expectations.
− Quality performance of suppliers, in order to estimate the impact of the practice on the
capacity of
suppliers to meet their customers' expectations.
− Production quality, in order to estimate the impact of the practice on the quality of services
provided or
on manufactured goods.

The fourth field is “finance”. Finance is a broad term which has already very often been
analyzed. We have learned from the literature (GRI, 2007; Krajnc & Glavic, 2005; Matos
& Hall, 2007; SCC, 2008) that financial performance of a SCM practice can be measured
by its impact on the design costs of products/services, the purchase costs of raw
materials/components, the source costs of raw materials/components, the production costs
of products/services, the delivery costs, the return costs and the supply chain costs.

11. Rita Arauz, Hirofumi Matsuo & Hideo Suzuki (Measuring changes in quality
management: An empirical analysis of Japanese manufacturing companies): Quality
management has been one of the most emphasised competitive priorities for Japanese
manufacturing companies for many years. Many studies presented evidence showing
quality advantages of Japanese manufactures in the global market in the 1980s
and 1990s.

Since the Deming Prize was established in 1951, the well-known concepts of
quality management such as Total Quality Management, Kaizen, Taguchi Methods and
Quality Function Deployment have emerged and been practised. In 1987, the Malcolm
Baldridge (MB) Award was established in the USA to provide a structured framework
that evaluates and guides management to improve its quality and profitability. The MB
Award criteria were adapted in 1995 in Japan to establish the Japan Quality Award, which
 addresses the evaluation and improvement ofmanagerial processes rather than quality per
se.

Flynn et al. (1994) identified key dimensions of quality management in terms

of top management support, quality information, process management, product design,
workforce management, supplier and customer involvement. Additionally, Sterman et al.
(1997) analysed the implementation of TQM in a manufacturing company; their research
framework was based on operations, financial and cost accounting, product development,
human resources, competitive environment and financial markets. Some researchers have
offered empirical analysis of the impact of quality award models on quality management
(Flynn & Saladin, 2001; Hendricks & Singhal, 1997; Wilson & Collier, 2000).

The study of the impact of quality management on firm performance has received wide
attention, with models depicting the influence of quality on operating, financial and
market performance (Ahire & Dreyfus, 2000; Das et al., 2000; Flynn et al.,
1995;Hendricks &Singhal, 2001a; Kaynak, 2003; Samson & Terziovski, 1999). De
Groote et al. (1996) designed a model for quality management driving factory
performance. Regarding quality management and continuous improvement, Liker and
Choi (1995) conducted an empirical study of the relationship between process-oriented
values and continuous improvement effectiveness. Anderson et al. (1995) conducted a
study of the theory underlying the Deming Management Method.

12. https://www.smartersolutions.com/services/business-system-iee/demings-14-points-
explainedimplementation#:~:text=Edwards%20Deming%E2%80%99s%2014%20points
%20describes%20a%20need%20from,in%20the%20first%20place.%20...%20More
%20items...%20: Smart Solution: (Deming 14 points) Improve constantly and forever the
system of production and service, to improve quality and productivity, and thus constantly
decrease costs. There is a need for constant improvement in test methods and for a better
understanding of how the customer uses and misuses a product. In the past, American
companies have often worried about meeting specifications, while the Japanese have
worried about uniformity, i.e., reducing variation about the nominal value.

Continual process improvement can take many forms. For example, never-ending
improvement in the manufacturing process means that work must be done continually
with suppliers to improve their processes. It is important to note that, like depending on
inspection, putting out fires is not a process improvement.

Institute leadership. The aim of supervision should be to help people and machines and
gadgets to do a better job.

Supervision by management is in need of overhaul, as well as supervision of production

workers.” Management should lead, not supervise. Leaders must know the work that they
supervise. They must be empowered and directed to communicate and to act on conditions
that need correction. They must learn to fix the process, not react to every fault as if it
were a special cause, which can lead to a higher defect rate.