Development of the integrated quality management model for increasing the strategic performance of enterprises in the automotive industry

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Objective pressures to create increasingly complex grouping of supply chain partners have next to their base priority of maintaining competitiveness and possible pitfalls. They are shown by the need to cope with a number of external risks that by participation in the chain inevitably penetrate to the enterprise and at the same time there is a duty to protect the partners from the negative effects of its own risks, as well as the enterprise itself, which threaten the common activities of the supply chain. In a review of the knowledge of the current state of the art we present models and progressive methodological approaches to integrated management and assessment of business performance. The results of our own research are presented, including verification of scientific hypotheses being explored importance of the automotive industry in Slovakia, both for production in the national economy, creation of employment and value added, as well as the effects on import or innovation. It is also defined in terms of international standards. Presented are the results of the empirical effects of the automotive industry in the total production, employment and value added in the national economy. We also deal prospects of development of the automotive industry in Slovakia, both in relation to the competitiveness of the industry itself, as well as in relation to the new industrial policy of Slovakia – Industry 4.0. Supporting part of the paper presents an application of multi-criteria methods for assessing the effectiveness of the research sample based on the DEA modelling, leading to the draft of assessment model of integrated quality management system on the principle of assessing the performance of the enterprise (BSC) and the draft of recommendations for business practice.

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    • Figure 1. Aims the integration model BSC-DEA
    • Figure 2. Model 1. Strategy “Lowest Costs”
    • Figure 3. Model 2. Strategy “Innovation”
    • Figure 4. Model 3. Strategy “Customer Relationships”
    • Figure 5. Strategies for enterprises in the network of suppliers in the automotive industry
    • Table 1. Different strategies requiring differentiated performance measurement
    • Table 2. Frequency by region
    • Table 3. Summary results of the regression analysis of the variables of each model
    • Table 4. Summary results of Fisher test variables of each model
    • Table 5. Summary results of Fisher-Snedecor test criteria of the variables of each model
    • Table 6. Characteristics of technical efficiency rates of the observations sets for the BCC DEA model