Mateus Cecílio Gerolamo

Quality management and improvement: A framework and a business‐process reference model

This paper presents a reference model for the process of management of quality and improvement based on a conceptual framework for managing the process of systematically deriving improvement actions from customer expectations and strategic decisions through business processes, and prioritising actions that will most contribute to achievement strategic objectives. After some introductory theoretical background to discuss the need for systematically managing quality and improvement as well as the contribution of mapping business processes, the process reference model is described to a certain extent and detailed by means of activity tree and event‐driven process chain (EPC) diagrams. Finally, some considerations are made on the benefits of using such an approach.

A measurement system for managing performance of industrial clusters: A conceptual model and research cases

Purpose – The purpose of this article is to present and discuss a conceptual model for performance measurement and management of a cluster based on the concepts of the Balanced Scorecard and other models.Design/methodology/approach – This paper was based on a case research as the field research methodology for theory testing and refinement.Findings – The proposed model adequately captures the perspectives of performance management of a cluster, emphasizing the importance of measuring leading and lagging dimensions of performance such as collective efficiency and economic/social results.Research limitations/implications – Research is still at an early stage and applications of the model need to be carry on further so as to review and validate it.Practical limitations – Absence of a culture of decision making based on analysis of information and lack of resources may create some difficulty in using metrics for a cluster of SMEs.Originality/value – The paper proposes applying the concepts and techniques of b...

Continuous Innovation and Performance Management of SME Clusters

Continuous innovation and performance measurement methods and tools have been applied in companies as a means to develop improvement actions related to strategic objectives and to monitor results so as to give feedback for further action. However, continuous innovation and performance measurement methods and tools can also be applied to manage performance of a cluster of firms. After a brief review of continuous innovation and the concept of collective efficiency of a cluster, this paper presents a conceptual model for managing actions for improving collective efficiency and measuring performance of an SME cluster. A research case is reported, for which the conceptual model has been applied and results discussed. The paper concludes that despite some difficulties in developing and using performance indicators in SMEs, the concepts presented by the proposed model can help to foster cooperation and maturity in continuous innovation in clusters of SMEs.

A conceptual framework for deployment of strategy‐related continuous improvements

This paper presents a conceptual framework for managing the process of systematically deriving improvement actions from customer expectations and strategic decisions through business processes, and prioritising improvement actions that will most contribute to strategic objectives. It proposes the use of management practices and concepts such as business process mapping, performance measurement and benchmarking. After some introductory theoretical background, the proposed framework and a set of steps to guide the implementation of such an approach are presented and detailed. Finally, a case study is presented to illustrate the validity of such an approach and some considerations are made based on the potential benefits and limitations of this proposal.

Proposta de um sistema de avaliação do desempenho para arranjos produtivos locais

Industrial clusters or cooperation network is an interesting alternative in promoting the sustainable development of Small and Medium Enterprises (SMEs). The fundamental characteristics for managing the performance of clusters are the identification of the stakeholders, definitions of common strategies and objectives, development of collaborative improvement actions, design of a performance management system, organization of a support infrastructure, and promotion of social capital. The concepts of a performance management system can be of great value in managing collective efficiency and performance improvement of the companies of the cluster. The purpose of this article is to describe a model for the performance measurement and management of a cluster. In order to develop this study, a field research was carried out in two industrial clusters: Ibitinga, a textile industry cluster and Jau, a Ladys footwear cluster. The results show the applicability of performance measurement systems for the performance management of a cluster. It also helps to integrate the objectives of performance establishing actions, evaluating results promoting cooperation to improve the collective efficiency of a cluster.

The relationship between organizational culture and quality techniques, and its impact on operational performance

Purpose – The purpose of this paper is to investigate if a firm’s organizational culture affects the set of quality techniques it uses, and if these quality techniques affect the relationship between organizational culture and operational performance. Design/methodology/approach – Based on data collected from 250 firms in Brazil and Denmark, structural equation modeling is used to investigate the relationship between organizational culture and the use of quality techniques, and its impact on operational performance. Four quality technique groups, four cultural profiles adopted from the Competing Values Framework and a set of operational performance indicators are used to operationalize the study. Findings – Culture does not appear to be an unequivocal predictor of the use of quality techniques. Furthermore, while most quality technique groups contribute indirectly to the total effect on operational performance in the developmental, group and hierarchical cultures, the performance effects are insignificant...

Performance management of regional clusters and SME cooperation networks

This paper presents a proposal of a performance management model for regional clusters and Small- and Medium-sized Enterprise (SME) cooperation networks. Through a literature review and case studies of two Brazilian clusters and two German cooperation networks, it was possible to define the central aspects to manage regional SME cooperation networks. Therefore some fundamental characteristics for managing the performance of clusters and cooperation networks are proposed: identification of the stakeholders, definitions of common strategies and objectives, development of collaborative improvement actions, design of a performance management system, and organisation of a support infrastructure and promotion of social capital. Finally, it could be said that more specific methods and tools should be drawn up for SME clusters and networks and that SME regional cooperation networks are a very promising way to promote regional sustainable development.

Clusters e redes de cooperação de pequenas e médias empresas: observatório europeu, caso alemão e contribuições ao caso brasileiro

This paper presents studies on clusters and cooperation networks of small and medium-sized enterprises (SMEs) developed by the European Commission, as well as a description of the current German strategy for developing competence networks (Kompetenznetze Deutschland), focusing specifically on the case of the regions of Berlin and Brandenburg. The main goal of this work is to analyze the experience of the European and German initiatives and to verify the possibilities of adapting such initiatives to the context of local productive systems and technology parks in Brazil. In general, the SMEs in European clusters were found to perform better than other SMEs in their respective sectors. Increasing competitiveness of clusters and regional economic growth were found to be strongly tied to investments in innovation. The lessons learned from this study which could possibly be applied to Brazil are a more direct support of the public sector, a stronger focus on innovation, and the definition of management processes for cooperation networks.

QUALITY AND SAFETY MANAGEMENT SYSTEMS: JOINT ACTION FOR CERTIFICATION OF SMALL FIRMS IN AN INDUSTRIAL CLUSTER IN BRAZIL

This paper presents and discusses a proposal for joint action among small firms in an industrial cluster in Brazil for the certification of quality and safety management systems. It proposes a management system model, the implementation process, and periodic auditing. It is the result of an action-research project developed in a metal-mechanical cluster. Its originality lies mainly in the proposal for a joint action programme for the certification of companies, led by the cluster governance agency, to increase the collective efficiency of a cluster. Despite the obstacles encountered, this proposal can help to reduce the difficulties faced by small businesses in implementing and maintaining management systems, and in the long run to foster a culture of quality and safety management. It also contributes to joint actions within the cluster. The challenge faced by the cluster governance agency is to sustain the certification programme in the long term.

Instrument for evaluating IMS and sustainable performance

Purpose The number of standards for management systems (MSs) has increased recently. Among the most recognizable ones are ISO9001, ISO14001 and OHSAS18001. The need for integration has risen due to the development and adoption of more than one MS in the same business, in a process known as integrated management systems (IMS). Some authors have argued that the use of IMS contributes toward sustainability. The purpose of this paper is to present an instrument to assess the integration of different MSs and its effect on sustainable performance. Design/methodology/approach A review of IMS, maturity of IMS and sustainability was conducted to build the instrument used in this research. Domingues et al. (2016), Poltronieri et al. (2017), Bernardo et al. (2009) and ISO9001:2015 were used as references pertaining to IMS, whereas Global Reporting Initiative and the research of Delai and Takahashi (2011) were employed for performance issues. All were evaluated both qualitatively and quantitatively. Findings In the pre-test the order of some questions was changed, some other questions were reformulated and a new classification was created. The evaluation of specialists contributed to reduce the number of questions and make the questionnaire more clear. Cronbach’s α was used to prove the reliability of the questionnaire. Originality/value The importance of this study lies in the development of an instrument that helps assess the maturity of the integration of MSs and evaluate sustainable performance.