PRINCIPLES OF TQM IN AUTOMOTIVE INDUSTRY

TQM refers to a management process and set of disciplines that are coordinated to ensure thatthe organization consistently meets and exceeds customer requirements. TQM engages all divisions,departments and levels of the organization. TQM companies are focused on the systematic management of data in all processes and practices to eliminate waste and pursue continuous improvement. The goal is to deliver the highest value for the customer at the lowest cost while achieving sustained profit and economic stability for the company. While every organization should implement its own specialized form of quality management, there are some basic core principles that guide every quality effort. The single most important element of quality management is the focus on the customer. During this quality process, we will strive frequently to hear from our customers. From this basic concept, that the customer is the ultimate determiner of quality, come the other principles of Quality management. All types of automotive industries , have reduced costs increased process efficiency and improved the quality of their products and services by working to meet the needs of the people they serve through the application of total quality management (TQM) principles. Learning the principles and practices of TQM will help achieve outstanding results and enlist the support of top management in advancing this concept within the organization enabling area managers or supervisors to create a work environment that gets the best from its workers. The proof will be reflected in the results deliver to the customer. With growing global competition, quality management is becoming increasingly important to the leadership and management of automotive industry. Quality management principles provide understanding of and guidance on the application of quality management. By applying following quality management principles, organizations will produce benefits for customers, owners, employees, suppliers and society as a whole.management, total quality management, automotive industry

THE IMPACT OF ELEMENTARY WORK UNIT (EWU) ON THE ORGANIZATIONAL CLIMATE

The organizational climate is part of the organizational culture. Although the concept of organizational culture initially appeared in the English literature of the 1960s as a synonym for climate, the organizational climate is in fact a reflection of the culture and evolution of the organization and it expresses its true priorities, as perceived by employees in contact daily with company practices, procedures and policies. The analysis undertaken in this article attempts to highlight the characteristics of the organizational climate of the Dacia Group Renault company, after the introduction of the new organizational mode, namely the elementary unit of work (EWU)

SUSTAINABLE DEVELOPMENT IN RENEWABLE ENERGY: THE NEW STRATEGY DIRECTION FOR THE AUTOMOTIVE INDUSTRY

The demand for energy keeps growing and new energy vehicles represent the future direction of the automotive industry over the next decade. Renewable energy sources provide a strong contribution to greenhouse gas emission reduction. New developments in hybrid, EV or alternative fueled vehicles, another business trend is changing how automobile manufacturers are conducting business, running their operations and planning long-term strategies. The future will not play out the same way for every country or type of car, so this paper present the importance of renewable energy and how manufacturer commitment to new technologies projects

GLOBAL PERSPECTIVES IN AUTOMOTIVE INDUSTRY

The automotive sector is characterised by a relatively low trade/salesratio. While the production of most automotive producers in the world is spread over variouscountries in the value chain, the brands are still considered to reflect some national identity.Internationalisation strategies may change over the lifecycle of the product and automakerstend to pursue diametrically opposed strategies. In mature markets, it is about managing whatgoes on beneath a static surface; in emerging markets’ dynamic environments, companies muststrategically position themselves to benefit from growth opportunities. However, without theright strategy and execution in mature markets, it is clear that traditional OEMs cannot profitfrom emerging markets-the persistence of structural issues in mature market operationseventually will rob all but the most resilient competitors of the opportunity to compete inemerging markets

ANALYSIS OF THE CONSUMERS’ SATISFACTION FOR QUALITY DACIA’ CARS

Measuring customer satisfaction can be considered a tool for monitoring, evaluation and quality improvement processes and internal activities, to reflect the degree to which organizations achieve their objectives and goals. The quality of management and the quality of various products have become critical coordinates of the competitiveness, so that the firms are determined to use the methods and techniques of quality management as their economic development engines. Customer’ satisfaction has become one of the most important goals for companies operating in the Romanian market. It is also a necessary tool for providing information about customer’s needs and behavior. Talking of satisfaction, the consumer always seeks to compare the performance of the product, with certain standards and they have required to inform themselves and to reflect upon purchasing the product. To a better analyze of the degree of satisfaction, we implemented a model based on a questionnaire that allows us to detect and evaluatee the reasons for the satisfaction / dissatisfaction of the consumers in terms of quality regarding Dacia cars on the Romanian market

Parallelisms between individual and organizational career

In the conditions of the competitive economy, a special role has the capitalization of the human and the managerial potential. Career management aims at planning and modeling the progress of employees within the organization in relation to the needs assessments of the organization, but also in relation to the performance of the potential and individual preferences of employees. Career involves the interaction between organizational and individual factors and this paper presents the parallelism between organizational career management (OCM) and individual career management (ICM). The purpose of this paper is to study the theoretical and applied aspects of the career. In order to highlight these aspects, a research was undertaken within an organization, which allowed the study of the career process and the major influencing factors

PARALLELISMS BETWEEN INDIVIDUAL AND ORGANIZATIONAL CAREER

In the conditions of the competitive economy, a special role has the capitalization of the human and the managerial potential. Career management aims at planning and modeling the progress of employees within the organization in relation to the needs assessments of the organization, but also in relation to the performance of the potential and individual preferences of employees. Career involves the interaction between organizational and individual factors and this paper presents the parallelism between organizational career management (OCM) and individual career management (ICM). The purpose of this paper is to study the theoretical and applied aspects of the career. In order to highlight these aspects, a research was undertaken within an organization, which allowed the study of the career process and the major influencing factors

The probabilities of type I and II error of null of cointegration tests: A Monte Carlo comparison

This paper evaluates the performance of eight tests with null hypothesis of cointegration on basis of probabilities of type I and II errors using Monte Carlo simulations. This study uses a variety of 132 different data generations covering three cases of deterministic part and four sample sizes. The three cases of deterministic part considered are: absence of both intercept and linear time trend, presence of only the intercept and presence of both the intercept and linear time trend. It is found that all of tests have either larger or smaller probabilities of type I error and concluded that tests face either problems of over rejection or under rejection, when asymptotic critical values are used. It is also concluded that use of simulated critical values leads to controlled probability of type I error. So, the use of asymptotic critical values may be avoided, and the use of simulated critical values is highly recommended. It is found and concluded that the simple LM test based on KPSS statistic performs better than rest for all specifications of deterministic part and sample sizes.2-s2.0-851223101933498276

Hegemony of network capabilities, frugal innovation and innovation strategies: The innovation performance perspective

The emergence of advanced technologies has brought new challenges and opportunities for all kinds of business organizations. In a technologically advanced era, innovation plays a dominant role for the successful operation of the commercial landscape. Therefore, the current study was conducted to investigate the impact of network capabilities (NC) and frugal innovation (FI) on innovation performance (IP). Furthermore, the mediating role of FI and moderating role of innovation strategies has also been tested on the link between NC and IP. Small and medium enterprises (SMEs) registered with small and medium enterprises development authorities (SMEDA) were approached for the completion of the current study. Only 509 owner/managers agreed to participate. A quantitative research design was employed for the current study. During the two–three months process of data collection only 387 complete responses were received from the SMEs working in Pakistan’s big cities. Correlation, regression and bootstrap methods were applied to test the study hypotheses. The findings revealed that NC positively affect FI and IP. Furthermore, the findings also confirmed the mediating effect of FI between NC and IP link. The performance of SMEs working in emerging economies is largely based on their innovative activities. In this dynamic scenario SMEs’ survival is attached to continuous IP in their products and services