Nursyazwani Mohd Fuzi

Lean Six Sigma, strategic control systems, and organizational performance for automotive suppliers

Purpose The aim of this paper is to develop a model that incorporate lean six sigma (LSS) implementation, strategic control system (SCS) and organizational performance (OP) in Malaysian automotive suppliers. Design/methodology/approach A survey through questionnaire was conducted to determine the level of LSS implementation, SCS and OP measurement. In all, 252 sets of questionnaire were successfully collected that brought to 64.3 per cent response rate. Structural equation modeling (SEM) technique was adopted to analyze the data gathered from the survey. Exploratory factor analysis, reliability analysis and confirmatory factor analysis for testing the construct validity, test for reliability and model measurement were carried out. Findings This study has provided a comprehensive measurement instrument to implement the LSS practices, SCS and OP for Malaysian automotive suppliers. As a result, seven LSS constructs, four for SCS and four measures for OP have been identified. This research model is a mediator model in which it investigates whether the presence of SCS mediates the relationship between LSS and OP. The analysis result through the SEM method showed that SCS does not affect the relationship between LSS and OP. However, SCS is improving OP when coupled with LSS. Research limitations/implications This study has only focused on the structured relationship between LSS Construct, SCS and OP measures. It is possible for other factors in the LSS practices to be studied in future experiments such as total productive maintenance, culture change, role structure and project management skills. Originality/value Future researchers could apply the LSS, SCS and OP measurement as a benchmark for use and can be replicated in other industry or country in the world with minor modifications on the critical factors necessary to suit the goals of the organization, culture and business environment. It could also be used as a business excellence and supplier selection tool for practitioners and researchers.

Corporate social responsibility practices, ISO 26000 efforts and CSR performance in Malaysian automotive industry

CSR practices and ISO 26000 are important as drivers for the automotive industry to become more efficient and effective that can improve CSR performance. In order to meet CSR practices and CSR performance requirement, the automotive industry need to implement ISO 26000 efforts. The main purpose of this study is to review the structural relationship between CSR practices, ISO 26000 and CSR performance in Malaysian automotive industry. The structural equation modelling (SEM) has been proposed for conceptual model of this study. Based on the proposed conceptual model and review, research hypotheses were developed. The paper culminates with opportunities for future research work.

Lean six sigma performance improvement tool for automotive suppliers

Automotive industry is one of the most active industries involved in the quality effort, low production cost, and continuous improvement activities. Today, lean six sigma (LSS) is integrated with strategic control system that has assisted organizations to achieve better organizational performance through high-level continuous improvement activity and better saving in terms of operation and quality cost. Analytic hierarchy process methodology was used in developing a tool of lean six sigma performance improvement to measure the performance of automotive companies. This tool was developed using a system based on Excel. Five case studies were prepared to validate this tool. The result of these case studies suggested that this tool was timely and suitable to determine organizational performance of automotive companies. Through these case studies, this tool was able to identify the strength and weaknesses that directed to where and how improvement should be done.

ISO 26000 efforts and corporate social responsibility performance in Malaysian automotive industry

The automotive industry is an important industry in manufacturing sector. This study shows a model to conduct an empirical study in Malaysian automotive industry in order to improve CSR performance. The aim of this study is to review structural analysis of ISO 26000 efforts and CSR performance in Malaysian automotive industry. This study is to review ISO 26000 standards effort (recognising social responsibility and stakeholder identification and engagement). The CSR performance in this study is focused on two main performance; environmental performance and social performance. This study also proposed structural relationship model between ISO 26000 efforts and CSR performance in Malaysian automotive industry. Based on the proposed research model, research hypotheses are being developed. This paper culminates with suggested future research work.

Critical success factors of lean manufacturing practices for the Malaysian automotive manufacturers

Lean manufacturing (LM) and ISO 14001 are business process strategies which are employed by the group of companies to enhance their production in manufacturing and business issues. LM focus on the systematic elimination of waste and non-value added activity from the production process for improved environmental performance. This pilot study was conducted to investigate critical success factors (CSFs) towards successful LMP implementation among automotive manufacturing industry in Malaysia. The questionnaires were designed and distributed to the 50 respondents. The results of reliability analysis show that customer focus is a critical factor influencing the direct LMP implementation success. This study recommends that the future research explore the influence of LMP on environmental performance in Malaysian automotive industry.

The development of strategic balanced scorecard tool (SBST) for Malaysian automotive industry

In the world of information technology, business process requires a decision-making tool that is effective and systematic in measuring and assessing the current performance of the organization and enhances its competitive edge. In this study, the development of strategic balanced scorecard tool (SBST) for the Malaysian automotive industry was developed using the Analytic Hierarchy Process (AHP) methodology, which involves building a hierarchy of SBST, calculating relative weights of SBST by pairwise comparison, rating SBST measures, calculating performance scores, and ranking companies based on their scores. Further to that, an Excel-based tool was developed for automating the calculation of SBST for automotive industry. These SBSTs contribute to assist practitioners to evaluate internal performance, vendor performance, and in decision-making process to select the suppliers or reward the best supplier.

Critical success factors of sustainable manufacturing practices in Malaysian automotive industry

Abstract The purpose of this study is to examine the critical success factors of sustainable manufacturing practices (SMPs) in Malaysian automotive industry. The questionnaires were designed and distributed to the 50 respondents. The pilot study sample consists of 26 respondents from 50 questionnaires, with an average response rate of 52%. The results of reliability analysis show that social responsibility is critical factor influencing the direct SMPs implementation success. By implementing SMPs in Malaysian automotive industry, it can assist company to improve the quality of management. Thus, this study recommends that the future research explore the influence of SMPs on sustainable performance in Malaysian automotive industry.

Lean manufacturing practices, ISO 14001, and environmental performance in Malaysian automotive suppliers

Abstract Lean manufacturing practices (LMPs) focus on the systematic elimination of waste and non-value added activity from the production process in order improve environmental performance (EP). Meanwhile, ISO 14001 is an international standard that assists managers to reduce environmental impact and to expand business. The aim of this study is to examine the relationship between LMP, ISO 14001, and EP for Malaysian automotive suppliers. In this study, 275 sets of questionnaires were successfully collected, being a 68.8% response rate. The structural equation modelling technique was utilized to perform the statistical analysis of the data survey. Reliability analysis, exploratory factor analysis, and confirmatory factor analysis were carried out. The results showed that the impact of LMP implementation on EP increases with the mediation of ISO 14001 in Malaysian automotive suppliers. Thus, this research, which has undergone detailed methodological analysis, contributes to the limited existing literature on the relationship between LMP, ISO 14001, and EP in Malaysian automotive suppliers.

CSR practices, ISO 26000 and performance among Malaysian automotive suppliers

The aim of this study is to examine the relationship between CSR practices, ISO 26000, and performance among Malaysian automotive suppliers. A survey through questionnaire was conducted to determine the level of CSR practices, ISO 26000, and performance measurement. 288 sets of questionnaire were successfully collected which indicated a 72% response rate. Structural equation modeling technique was utilized to perform the required statistical analysis of the data survey. In order to test the reliability and validity of the instruments, exploratory factor analysis, reliability analysis, and confirmatory factor analysis were performed. Findings indicate that the relationship between CSR practices and performance were positively and significantly and CSR practices also was positive and significant related to ISO 26000. ISO 26000 was direct positive and significant relationship to performance. Therefore, ISO 26000 mediate the relationship between CSR practices and performance. The results indicate that ISO 26000 could be considered as a partial mediator. The impact of CSR practices implementation on performance increases with ISO 26000 as mediator among Malaysian automotive suppliers. This study also provides a fundamental and direction for automotive practitioners and researchers to improve performance through the implementation of CSR practices and ISO 26000.

Total productive maintenance, kaizen event, and performance

The purpose of this paper is to determine the relationship between total productive maintenance (TPM), kaizen event (KE) and innovation performance (IP) for Malaysian automotive industry using structural equation modeling (SEM).,The samples were selected from the list of Proton and Perodua automotive industry. The number of collected respondents was 238 respondents. An SEM technique was used in the study. In order to test the reliability and validity of the instrument, reliability analysis, exploratory and confirmatory factor analysis were conducted.,Based on the results, KE does not affect the relationship between TPM and IP. However, the impact of TPM on IP increases with mediating of KE for Malaysian automotive industry. Thus, this study has shown that empirical test results prove that the implementation of TPM and KE has improved the IP for Malaysian automotive industry.,This study only focused on the Malaysian automotive industry. The other limitation in this research is the number of factors and limited measurement in this study. Only a few TPM, KE and IP measurements were considered. By using the SEM technique, four TPM constructs, three for KE constructs and three for IP measures were developed and verified. Therefore, this study can assist the researchers and practitioners to the practice of TPM, KE and IP for Malaysian automotive industry.,This research provides fundamental knowledge and direction for researchers in further research as well as practitioners to constantly improve IP through the implementation of TPM and KE for Malaysian automotive industry.