Literature Analysis and Future Research Framework in Improvement and Substitutes Strategies

Yaumil Fauzan Malik, Dyah Poespita Ernawati

Abstract


Abstract
The aim of this paper is to examine improvement strategy using 4 approaches categorized as “substitutes for strategy” in operations strategy and to propose a framework for future research. This paper used a descriptive approach to examine peer-reviewed articles that were selected for analysis purposes. The analysis revealed that the majority of previous studies always used the principle of continuous improvement in 3 operating concepts, namely TQM, Lean, and Six Sigma, and the use of the breakthrough improvement strategy in the concept of Business Process re-engineering. Therefore, this study proposes a future research framework that is related to operational management concepts but uses the opposite improvement strategy approach. This article provides a future research framework that can be used as a basis for other researchers in the future to examine TQM, Six Sigma, Lean, and BPR from different perspectives of the improvement strategy. Professionals who worked in the operations field can use the framework provided in this article to view the company's strategy from a different perspective to gain a competitive advantage for their organization. Improvement Strategy, Continuous Improvement, Breakthrough Improvement, Total Quality Management, Lean Operations, Six Sigma, Business Process Re-engineering.

Keywords


strategic management, Operational management, improvement, substitute, strategy

Full Text:

PDF

References


Abbas, J. (2020). Impact of total quality management on corporate sustainability through the mediating effect of knowledge management. Journal of Cleaner Production, 244, 118806.

Abbas, J. (2020). Impact of total quality management on corporate green performance through the mediating role of corporate social responsibility. Journal of Cleaner Production, 242, 118458.

Ball, P., & Lunt, P. (2020). Lean eco-efficient innovation in operations through the maintenance organisation. International Journal of Production Economics, 219(June 2018), 405–415.

Belayutham, S., González, V. A., & Yiu, T. W. (2017). Lean-based clean earthworks operation. Journal of Cleaner Production, 142, 2195–2208.

Bhattacharya, A., Nand, A., & Castka, P. (2019). Lean-green integration and its impact on sustainability performance: A critical review. Journal of Cleaner Production, 236, 117697.

Fasna, M. F. F., & Gunatilake, S. (2020). Towards successful strategies to overcome BPR implementation issues: case of Sri Lanka. Business Process Management Journal.

Fasna, M. F. F., & Gunatilake, S. (2019). A process for successfully implementing BPR projects. International Journal of Productivity and Performance Management, 68(6), 1102–1119.

Fiorentino, R. (2016). Operations strategy: a firm boundary-based perspective. Business Process Management Journal, 22(6), 1022–1043.

Grant, D. (2016). Business analysis techniques in business reengineering. Business Process Management Journal, 22(1), 75–88.

Hudnurkar, M., Ambekar, S., & Bhattacharya, S. (2019). Empirical analysis of Six Sigma project capability deficiency and its impact on project success. TQM Journal, 31(3), 340–358.

Kumar, V., Jabarzadeh, Y., Jeihouni, P., & Garza-Reyes, J. A. (2020). Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration. Supply Chain Management, 4(December 2019), 457–474.

Matthias, O., & Brown, S. (2016). Implementing operations strategy through Lean processes within health care: The example of NHS in the UK. International Journal of Operations and Production Management, 36(11), 1435–1457.

Nkurunziza, G., Munene, J., Ntayi, J., & Kaberuka, W. (2019). Business process reengineering in developing economies. Innovation & Management Review, 16(2), 118–142.

Piercy, N., & Rich, N. (2015). The relationship between lean operations and sustainable operations. International Journal of Operations and Production Management, 35(2), 282–315.

Qasrawi, B. T., Almahamid, S. M., & Qasrawi, S. T. (2017). The impact of TQM practices and KM processes on organisational performance: An empirical investigation. International Journal of Quality and Reliability Management, 34(7), 1034–1055.

Shashi, Centobelli, P., Cerchione, R., & Singh, R. (2019). The impact of leanness and innovativeness on environmental and financial performance: Insights from Indian SMEs. International Journal of Production Economics, 212(December 2017), 111–124.

Siddiqui, S. Q., Ullah, F., Thaheem, M. J., & Gabriel, H. F. (2016). Six Sigma in construction: a review of critical success factors. International Journal of Lean Six Sigma, 7(2), 171–186.

Sraun, J. S., & Singh, H. (2017). Continuous improvement strategies across manufacturing SMEs of Northern India-an empirical investigation. International Journal of Lean Six Sigma, 8(2), 225–243.

Slack, N., & Lewis, M. (2015). Operations Strategy (Forth Edit). Pearson.

Sunder, M. V. (2015). Corporate perspectives: Commonalities and differences between six sigma and lean. International Journal of Lean Six Sigma, 6(3), 281–288.

Tortorella, G., Giglio, R., Fogliatto, F. S., & Sawhney, R. (2019). Mediating role of learning organization on the relationship between total quality management and operational performance in Brazilian manufacturers. Journal of Manufacturing Technology Management, 31(3), 524–541.

Wurjaningrum, F., & A.R, R. (2012). Pengaruh Perbaikan Kualitas Terhadap Kinerja Operasi Ukm Garmen Surabaya Dengan Perbaikan Produktivitas Sebagai Variabel Intervening. Buletin Studi Ekonomi, 17(2), 116–132.




DOI: https://doi.org/10.26533/eksis.v16i1.812

Refbacks

  • There are currently no refbacks.


Creative Commons License
Under License Creative Commons Attribution 3.0 License

Indexed By:

 

Flag Counter

 

View MyStat View MyStat