The causal effects of baldrige excellence framework and lean in the Malaysian electrical and electronics manufacturing industry
The aim of this research is to construct a comprehensive performance measurement model using the 2019-2020 Baldrige excellence framework criteria that examines the Malaysian Electrical and Electronics (E&E) industry. The criteria in this framework are leadership, strategy, customers, measurem...
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| Format: | Thesis |
| Language: | English English English |
| Published: |
2021
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| Subjects: | |
| Online Access: | http://eprints.uthm.edu.my/8471/1/24p%20OON%20FOK%20YEW.pdf http://eprints.uthm.edu.my/8471/2/OON%20FOK%20YEW%20COPYRIGHT%20DECLARATION.pdf http://eprints.uthm.edu.my/8471/3/OON%20FOK%20YEW%20WATERMARK.pdf |
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| Summary: | The aim of this research is to construct a comprehensive performance measurement
model using the 2019-2020 Baldrige excellence framework criteria that examines the
Malaysian Electrical and Electronics (E&E) industry. The criteria in this framework
are leadership, strategy, customers, measurement, analysis and knowledge
management (MAKM), workforce, operations and results. The previous study in the
context of Business Excellence (BE) was focused more on aspects of quality
management, organisational context, company performance but it often excluded the
deployment of continuous improvement tools. Based on the research gaps, this
research would like to assert the potency of the leadership of Baldrige setting as a
driver that contributes positively to the Lean practice and BE elements of the company.
The present study also integrating the Lean practices with Baldrige excellence
framework to predict operations and the results of company performance. This
integration may bridge the literature gap whereby the past studies have been conducted
Lean, BE and operational performance individually. BE outcomes were achieved in
both financial and non-financial performance metrics and the BE Models, Leadership
theory and Lean model also guided the theoretical framework. The study also
employed stratified random sampling from four sub-sectors of the E&E industry. A
total of 156 respondents responded to the survey questionnaire from 488 companies
that were sampled. This equates to a 32.0% response rate. The collected data were
analysed using SPSS 23.0 and SmartPLS 3.3.2. The analysis found significant and
positive relationships between strategy, operations and Lean practices on the
achievement of BE. The results of this study promoted a better understanding of the
BE in the E&E industry and its implications for activities concerning Lean practices,
thus contributing to a wider body of knowledge. The survey instrument which
combining Lean and BE was validated in this research can be reused in the other
manufacturing sector studies on the initiatives deployment to predict business
performance. Therefore, it contributes to the methodology perspective. The findings
v
of the research can become a reference, which can help the company focus on the right
things in promoting excellence in their organisation and then pursuing BE Awards.
Practical adoption of leadership and Lean practices may improve infrastructural
decision areas of manufacturing strategy and the outcomes of this study may also be
beneficial to policy makers of the Malaysian government and agencies such as
Malaysia Productivity Corporation (MPC) and Ministry of International Trade and
Industry (MITI). The scope of this study was limited because it was restricted to the
Malaysia’s E&E industry only. As a suggestion, future research could be conducted
by involving other industries. |
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