THE IMPACT OF WORLD-CLASS MANUFACTURING PRACTICES ON SMALL MANUFACTURERS - by
David K. Johnson

Obstacles to Quality

Small manufacturers face many of the same obstacles during the implementation of a quality management program, as they do during lean manufacturing implementation and supply-chain integration. Because of their size they are likely to struggle with financial, technical, and time constraints. Once again, lack of technical expertise can be overcome through the aid of the Manufacturing Extension Partnership program. Literature on the subject of quality would suggest that initial financial and time constraints are reduced as quality management practices are introduced. This is because of time and financial savings that result from higher quality.

Less cultural inertia is again a benefit to small manufacturers at they implement quality management practices. Cultural inertia is often the most difficult obstacle faced by large companies as they implement quality management practices, because of the major changes required in company philosophy and culture necessary to support quality management practices. Theoretically, small manufacturers should have an advantage over large in this respect.

Chapter Summary

This chapter presented a model relating supply-chain management, lean manufacturing, and quality to each other and operational performance. This model was based on available literature and research on the respective subjects. It is theorized that supply-chain management, lean manufacturing and quality reinforce each other. The reasons for these relationships were further explained by describing individual philosophies and practices within each of the three categories and illustrating how individual philosophies and practices bolster one another.

It should be noted that true implementation of supply-chain integration, lean manufacturing and quality is difficult for any company. Small manufacturers in particular face unique challenges in this respect, and should realize that application of world-class manufacturing requires a concerted effort. Because of the continuous improvement nature of the practices and philosophies contained in the model it does not present itself as an overnight solution to a manufacturer’s problems. True implementation of supply-chain integration, lean manufacturing, and quality requires substantial time and effort.

This being said, the potential benefits that can be achieved through the implementation of these practices and supporting philosophies outweigh the barriers. These barriers after all, allow for the establishment of a competitive advantage. If there were no obstacles to supply-chain integration, lean manufacturing, and quality, world-class manufacturing would be common practice, and would not provide a competitive advantage.

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Copyright © 2005. David K. Johnson. All Rights Reserved.