Shop‐floor communication and process management for quality performance: An empirical analysis of quality management

Purpose - This study empirically examines the effect of shop-floor communication on implementation effectiveness of process management practices, and on the corresponding quality performance gained through process management implementation. It deals with four types of communication on the shop floor (small group problem solving, feedback, instructive communication, supervisory interaction facilitation) and three process management practices (process control, preventive maintenance, housekeeping). Design/methodology/approach - Analysis of variance (ANOVA) and regression techniques were used to test the hypothesized relationships. Data were collected from 238 manufacturing plants through a questionnaire survey conducted in eight countries to develop reliable and valid measurement scales for operations management. Findings - The statistical results demonstrate the positive effect of shop-floor communication on the implementation of process management practices and the resultant quality performance. The results also suggest that each type of shop-floor communication differently affects the way in which process management practices are implemented to influence quality performance. Originality/value - Although the existing literature of quality management highlights the importance of communication and information management for the successful implementation of quality management, little detailed study has been conducted on how specific types of communication support quality management practices to obtain quality performance. This study contributes to the literature by breaking down communication into four types and providing specific empirical evidence on the relationship between each type of communication, process management practices, and quality performance.

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