Total Quality Management, Supplier, Vendor
TABLE OF CONTENT
1. Abstract 1
2. Introduction 2
3. Partnering as opposed to traditional purchasing 3
4. Total quality management and supplier partnerships 4
5. Research hypotheses and design. 4
6. The Case Study 5
1. Period A:- The initial operating period using traditional purchasing 7
2. Period B:- The Partnership 8
3. Period C:- A Change in suppliers. 9
4. Period D:- Re-establishing the partnership 10
7. Conclusion 11
8. References 11
LIST OF FIGURES & TABLES
1. Case output by time period 6
2. Case output by timeline with slope profiles 6
TABLE 1. Comparison of means 6
Abstract
Many North American have established partnering arrangements with their suppliers for the purpose of improving the quality of product or service offerings. Using longitudinal field study, the results of one firm use of supplier partnerships is examined from the perspective of continuous improvement in quality and productivity. This case study is unusual cause both partnering and no partnering approaches were employed during the course of this study, providing data for contrasting statistical analysis. The study shows the actual benefits achieved in productivity and quality from the firm’s supplier partnering activities. The implications for management along with the difficulties encountered in relating to traditional purchasing philosophy are discussed.
INTRODUCTION
Terms like quality management and partnering, or strategic relationship with suppliers are unavoidably linked. Quality guru Dr. Edward Deming has recommended limiting the supply base and forming single source relationships to reduce the sources of variance in incoming product quality. In past several case studies have appeared in the literature that highlight the benefits of that can accumulate
1. Abstract 1
2. Introduction 2
3. Partnering as opposed to traditional purchasing 3
4. Total quality management and supplier partnerships 4
5. Research hypotheses and design. 4
6. The Case Study 5
1. Period A:- The initial operating period using traditional purchasing 7
2. Period B:- The Partnership 8
3. Period C:- A Change in suppliers. 9
4. Period D:- Re-establishing the partnership 10
7. Conclusion 11
8. References 11
LIST OF FIGURES & TABLES
1. Case output by time period 6
2. Case output by timeline with slope profiles 6
TABLE 1. Comparison of means 6
Abstract
Many North American have established partnering arrangements with their suppliers for the purpose of improving the quality of product or service offerings. Using longitudinal field study, the results of one firm use of supplier partnerships is examined from the perspective of continuous improvement in quality and productivity. This case study is unusual cause both partnering and no partnering approaches were employed during the course of this study, providing data for contrasting statistical analysis. The study shows the actual benefits achieved in productivity and quality from the firm’s supplier partnering activities. The implications for management along with the difficulties encountered in relating to traditional purchasing philosophy are discussed.
INTRODUCTION
Terms like quality management and partnering, or strategic relationship with suppliers are unavoidably linked. Quality guru Dr. Edward Deming has recommended limiting the supply base and forming single source relationships to reduce the sources of variance in incoming product quality. In past several case studies have appeared in the literature that highlight the benefits of that can accumulate