The Impact of Improvement Methods and Operational Process Management on the Performance of Building Material Manufacturing Enterprises

Abstract

As competition in Vietnam’s construction materials industry becomes increasingly intense, continuous improvement and operational optimization have become essential for long-term business sustainability. Companies are facing mounting challenges, including higher customer expectations, rising production costs, and stricter environmental regulations. In this context, adopting advanced management practices and innovative strategies is no longer optional-it is a necessity. Approaches such as Continuous Improvement (CI), Six Sigma (SS), Lean Production (LP), and Total

Quality Management (TQM) have been proven to enhance operational efficiency and maintain consistent quality standards. A key factor in turning these strategies into tangible results is Operational Process Management (OPM). By focusing on areas such as Quality Management (QM), Resource Management (RM), and Waste Management (WM), businesses can streamline their processes and minimize inefficiencies. However, the direct relationship between these improvement methods, process management, and business performance (BP) in the construction materials sector remains underexplored. This study synthesizes key insights from international research to provide Vietnamese construction material enterprises with a clearer understanding of how innovation and process management strategies impact business outcomes. By applying these approaches effectively, companies can not only enhance their operational performance but also contribute to the sustainable development of the industry as a whole.

Keywords: Impact of improvement methods; management of operating processes; performance of construction materials enterprises.