bluuebunny/crossref_metadata_2025 huggingface dataset:
Integrated supply chain management from the wholesaler’s perspective
Authors: Sohal Amrik S. , Power Damien J. , Terziovski Mile
Published: July 2002

Documents two case studies conducted in Australian companies from the wholesaling sector. Both companies are importers and wholesalers supplying into the retail sector. The aim of the case studies was to establish to what extent each had adopted and implemented new technologies for the management of supply chain activities. Although both companies have approached implementation of established technologies such as barcoding and EDI from different perspectives some common themes emerge. The picture that emerges from the two cases is that although new technology may be adopted at varying levels, and with different objectives, the right technologies provide opportunities for all players. In both cases the services provided for retailers (either large or small) were important, and it was hard to see that they could be easily and efficiently replaced solely by applying new technology. At the same time, both companies saw technology as providing opportunities to grow their businesses, and to add value to the total supply chain.
Forecasting freight demand using economic indices
Authors: Fite Jonathon T. , Don Taylor G. , Usher John S. , English John R. , Roberts John N.
Published: July 2002

This paper describes the results of an effort to predict future freight volume in the truckload (TL) trucking industry. The approach involves the use of stepwise multiple linear regression models that relate freight volume to a variety of economic indicators. The models are built using a large set of actual freight data provided by J.B. Hunt Transport (JBHT), one of the world’s largest TL carriers. The data was first analyzed using the overall set of national data, and then for specific industrial and regional segments. The overall results of these analyses should prove useful to a wide variety of transportation and logistics operations.
Moving Beyond Trade‐offs
Authors: Jackson George C. , Stoltman Jeffrey J. , Taylor Audrey
Published: July 2002

Logisticians are trained to identify trade‐offs and to devise
compromising solutions which produce the lowest total costs. For
example, the economic batch size is a compromise between setup costs and
inventory carrying costs. Presents a problem‐analysis technique which
helps the analyst to eliminate the problem so that no compromise is
necessary. For example, instead of balancing inventory‐carrying costs
and setup costs a solution which produces both lower setup costs and
lower inventory‐carrying costs would be sought. Discusses a description
of the techniques and several examples of its application to logistical
problems.
Just‐in‐time Functional Model
Authors: Daugherty Patricia J. , Rogers Dale S. , Spencer Michael S.
Published: July 2002

It has been proposed that the just‐in‐time (JIT) philosophy can be
effectively integrated systemwide to yield increased efficiencies and
excellence throughout an organization. Greater understanding is needed
as to what this entails. The researchers empirically test and attempt
to validate a previously developed basic functional model of JIT
comprising three components – respect for people in the system, the
execution system and planning process prerequisites – needed to support
JIT′s goal of elimination of waste through a process of continual
improvement. Regression model results support the hypothesized
relationships between the model components and the JIT waste‐elimination
goal.
Vehicle Routeing and Scheduling in the Brewing Industry
Authors: Eibl Peter G. , Mackenzie Roddy , Kidner David B.
Published: July 2002

Presents an in‐depth case study of the practical experience of applying
interactive vehicle routeing and scheduling software at a major brewing
company in the United Kingdom (UK). Illustrates the use of the software
at all levels of transport planning and addresses strategic, tactical
and operational issues; comprises a review of the software′s overall
implementation and its consequences within the organization. Special
attention is given to the critical analysis of both quantitative and
qualitative benefits, as well as organizational problems arising from
the use of such software.
Environmentally responsible logistics systems
Authors: Wu Haw‐Jan , Dunn Steven C.
Published: July 2002

Logistics can be an indispensable part of integrated environmental management programmes because of its cross‐functional nature. Provides an overview of environmentally responsible logistics activities and their implications for corporate management. Also examines logistics functions in the context of the corporate value chain and identifies various environmental decision points. With environmental impact considered, many traditional trade‐off decisions need to be re‐evaluated. Provides examples in which innovative and environmentally‐friendly logistics ideas are used. Also discusses two system‐wide logistics elements, transportation and reverse logistics, that can have a profound impact on a firm′s environmental protection programme. Concludes that logistics managers can make environmentally responsible decisions that are coherent with corporate goals and objectives.
International logistics and one‐stop shopping
Authors: Semeijn Janjaap , Vellenga David B.
Published: July 2002

One‐stop shopping for logistics services has been a popular concept
in theory, but so far has not been very successful in practice. Reviews
the theoretical basis for the concept and reports the findings of a
shipper‐carrier comparison study about one‐stop shopping expectations
for international logistics services. Shows that international shippers
located in the USA rate the expected effects of one‐stop shopping as
positive. Global carrier managers appear to be in tune with these
shippers, although they tend to be somewhat less optimistic about the
effects of one‐stop shopping. Certain shipper characteristics appear
indicative of shipper enthusiasm for adopting the one‐stop shopping
concept. Formulates implications of these findings for global carriers.
The impact of supplier proximity on JIT success: an informational perspective
Authors: Wafa Marwan A. , Yasin Mahmoud M. , Swinehart Kerry
Published: July 2002

Investigates the relationships between just‐in‐time (JIT) success and the extent of company‐supplier partnership development, in the context of geographical proximity, communication/ information linkages and usage of certification programmes, using a multi‐faceted measure of JIT success. Analyses data from 130 businesses to test five research hypotheses. Finds that supplier certification programmes and availability of information exchange systems between the firm and its suppliers are significantly better predictors of JIT success than geographical proximity of suppliers. Discusses the managerial implications of these findings and offers recommendations.
The influence of leadership style on co‐operation in channels of distribution
Authors: Mehta Rajiv , Larsen Trina , Rosenbloom Bert
Published: July 2002

The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while simultaneously pursuing independent as well as systemic goals. Examines how co‐operation among distribution channel members can be fostered through the use of participative, supportive and directive leadership styles foster channel member co‐operation and assesses the relationship between co‐operation and channel member performance. Develops a conceptual model and empirically tests the linkages among the variables on data drawn from a survey of key informants in a sample of automobile dealerships. Shows that participative, supportive and directive leadership styles are directly related to channel member co‐operation, which, in turn, is positively associated with channel member performance.
Logistics and marketing components of customer service: an empirical test of the Mentzer, Gomes and Krapfel model
Authors: Emerson Carol J. , Grimm Curtis M.
Published: July 2002

Observes that interfunctional co‐ordination is important to the provision of outstanding customer service since both marketing and logistics activities are required. Builds on a model first presented by Mentzer, Gomes and Krapfel, which conceptually integrated the logistics and marketing aspects of customer service. Communication, an additional logistics dimension, is added to the Mentzer, Gomes and Krapfel model. Uses factor analyses to test for convergent and discriminant validity, as well as to test for the appropriate number of model dimensions. Reliability of the measures is also assessed. Indicates seven dimensions of customer service. Three are from logistics: availability, delivery quality and communication; and four are from marketing: pricing policy, quality, product support‐sales representatives and product support‐customer service representatives. These differ somewhat from the Mentzer, Gomes and Krapfel model, which suggests that the physical distribution customer service dimensions might include availability, timeliness and delivery quality.
Internal, vertical and horizontal logistics integration in Italian grocery distribution
Authors: Caputo Mauro , Mininno Valeria
Published: July 2002

Notes that logistics costs in the grocery sector, in Italy, are about 25,000 billion lire and that in order to reduce these costs logistics integration has to be improved between institutions of the distribution channel. Focuses on two of the main institutions of the grocery distribution channel: branded product industry and large‐scale trade. Referring to these institutions and to the logistics functions they carry out, analyses integration areas in order to identify some organizational and managerial solutions for improving interfunctional and interorganizational co‐ordination. In particular, divides these solutions into three main groups according to the level of integration they refer to: internal integration (inside each business), vertical integration (between businesses located at different stages of the channel) and horizontal integration (between different businesses located on the same level of the channel). Internal and horizontal integration are the prerequisites for achieving vertical integration and consequently for achieving synergies between the institutions involved.
Third party logistics services usage by large Australian firms
Authors: Dapiran Peter , Lieb Robert , Millen Robert , Sohal Amrik
Published: July 2002

Provides information relating to the experiences of Australian firms using third party logistics services (outsourcing of logistics functions being a business dynamic of growing importance in Australia). Presents conclusions from a survey showing that many of Australia’s largest firms utilize the services of contract logistics providers and some other firms are considering doing so. Provides insights in planning for implementation, for example, the need to educate the third party logistics services provider about the firm’s requirements and also information for the providers of the services.
Information technology influences on world class logistics capability
Authors: Closs David J. , Goldsby Thomas J. , Clinton Steven R.
Published: July 2002

Information technology has been among the foremost topics within the logistics literature of recent years. However, there has been little empirical evidence relating logistics information system (LIS) capabilities to logistics competence. Seeks to close this gap in the research, identify particular LIS capabilities that contribute most to logistics competence, and develop an understanding of the relationship between LIS development strategy and logistics competence. A review of the LIS literature identifies relevant issues. The research findings suggest four conclusions: world class firms perceive both their logistics operating and planning systems as highly capable; internally controlled characteristics generally receive higher evaluations than criteria requiring external co‐ordination; overall logistics competence is primarily influenced by logistics operating timeliness, usage driven formatting, and flexibility; and LIS development strategy does not significantly influence performance evaluations.
Semi‐variable delivery routes and the efficiency of outbound logistics
Authors: Haughton Michael A. , Stenger Alan J.
Published: July 2002

Maintaining efficiency in despatching goods from a depot to geographically dispersed customers may require management at the depot to adjust its delivery routes daily if these customers’ demands fluctuate from day to day. One type of adjustment is to give drivers daily “skip lists” instructing them not to visit customers who have indicated that they do not need delivery on the day in question. This adjustment, which is appropriately referred to as semi‐variable routes, increases the depot’s outbound logistics productivity by eliminating some unnecessary travelling. Using extensive experimental data, develops a regression model that efficiently and accurately estimates this productivity increase, and illustrates how spreadsheets can be used as a decision support medium for using the model in pedagogical and applied settings. Confirms the model’s validity by standard model validation tests as well as by comparison with an existing model from previous research.
Using the elaboration likelihood model to guide customer service‐based segmentation
Authors: Eckert James A. , Goldsby Thomas J.
Published: July 2002

Conceptualizes a model of customer service‐based segmentation derived from the elaboration likelihood model (ELM). Logistics organizations are utilizing improved customer service to achieve competitive advantage. However, these firms must segment customers to avoid escalating their service platform to those unlikely to provide adequate return. Based on ELM‐established relationships, proposes the following model: buying firms that demonstrate a high level of involvement with a product offering and show high organizational visioning are more likely to give ample consideration to the service improvements in their purchase decisions. In turn, these customers’ commitment to that product offering will be persistent and resistant to change ‐ leading to improved buyer loyalty.
Evaluation of suppliers: how to consider the environment
Authors: Enarsson Leif
Published: July 2002

Industry in general, and Swedish private companies in particular, are working today within increasing environmental considerations. Environmental strategies, policies, and work programmes in varying forms are necessary in a market which increasingly focuses on environmental factors. An environmental process must include a product’s full life‐cycle, its supply, production, use and waste handling. It must also include economic calculations and be well established within a company’s leadership. A part of a company’s environmental analysis is to evaluate its suppliers and their effect on the environment. The Ishikawa diagram (Ishikawa, 1990) has been used in a project as a diagnostics tool to evaluate suppliers. In conjunction with this evaluation, tables in the computer program Excel have been produced. The work has been done in conjunction with Swedish industrial companies.
A note on the “need” for graduate education in transportation in the United States
Authors: Keolanui Gus L. , Wood Donald F.
Published: July 2002

An examination of the employment situation for transport and logistics graduates in the United States.
Configurations for logistics co‐ordination
Authors: Caputo Mauro , Mininno Valeria
Published: July 2002

This work presents the results of the survey “Organisational structures and logistics in the branded product history of the grocery section in Italy” developed with the aim of pointing out the organisational structures for the logistics co‐ordination of successful firms. Starting from a review of the literature on the main logistics organisation theories, this paper presents an organisational analysis of 118 industrial firms, working in Italy in the grocery sector, carried out for the main logistics activities. On the basis of this anlaysis, a classifying model of the organisational configurations presently adopted in Italy for internal integration is proposed. According to the model, six different organisational solutions have been singled out: integrated logistics, partially integrated logistics, bipartite logistics, distribution logistics, manufacturing logistics, and split logistics.
The implications of shareholder value planning and management for logistics decision making
Authors: Walters David
Published: July 2002

Much of the literature in the field of logistics and supply management is concerned with the role that should be taken by business activities to add value for the customer and the shareholder. One of the problems currently under discussion is how this may be achieved. Discusses the issues underlying shareholder value management and planning. It proposes that value drivers are identified and examined in the context of both value and cost implications when related to the broader objectives of delivering shareholder value. A model is proposed which links EVA criteria, operating management criteria and logistics options. The model offers managers the opportunity to explore operational options and their impact on shareholder value criteria.
Outsourcing of integrated logistics functions
Authors: Rabinovich Elliot , Windle Robert , Dresner Martin , Corsi Thomas
Published: July 2002

A survey of 372 logistics managers in different industries revealed multiple outsourcing linkages among logistics activities. These results are consistent with previous findings that suggest that firms can improve customer service and reduce costs by outsourcing multiple logistics functions. The results are also consistent with previous research on the role that improved coordination of information and material flows have in the achievement of economies of scale and economies of scope. Future research developments in the field of logistics outsourcing are also proposed.
Managing the green spaces: problems of maintaining quality in a local government service department
Authors: Jones Robert
Published: July 2002

Qualitative data from a sample of urban UK councils is used to present a longitudinal analysis of the problems of maintaining service quality in local government parks and open spaces. Service quality has evolved through several distinct reform eras in parks management: traditional management (pre‐1988), compulsory competitive tendering (1988‐1997), and best value (post‐1997). The characteristics of these stages and the implications for service quality are explored in the paper. These stages have built upon each other in a processual manner of conditions, causes, consequences, strategies, and behavioural actions and reactions. Thus, service quality is a dynamic concept impacted by both the outer (legislative and sectoral) and inner (organisational) contexts of evolving reform scenarios. As such, the paper stresses that service quality cannot be divorced from the contextual, historical and political realities and legacies bound up in unfolding organisational change programmes, and these issues are analysed in the paper.
Walk‐through audit provides focus for service improvements for Hong Kong law firm
Authors: Lai‐Ping Leong Koljonen Elsa , Reid Richard A.
Published: July 2002

This paper describes and illustrates the application of a relatively new approach to assessing the operations management aspects of providing customer service. It presents the results of a customer‐based assessment, the walk‐through audit (WTA), administered on new clients at a recently established law firm. Although the clients rated their services above satisfactory in general, relatively poor performance was noted in four areas. While using the same evaluation instrument, the firm’s senior partners identified a set of like deficiencies, yet consistently ranked the firm’s performance higher than did their clients. Next, the WTA was administered to small samples of new clients at four of Hong Kong’s most highly‐respected and well‐established law firms. Although the benchmarked firms’ received higher ratings for all audited areas, the ratings were statistically significantly higher (p < 0.01) in the four areas of concern. The benchmark results were successful in attracting the attention of the study firm’s partners who agreed that corrective action needed to be initiated relative to the four problem areas.
Quality in health care: medical or managerial?
Authors: Hansson Johan
Published: July 2002

Explores the notion that the introduction of total quality management (TQM) in the public health care sector indicates a conceptual break with a tradition in which the authority to define and interpret the meaning of medical practice has been located solely within the medical profession. It also serves to shift the focus of medical practice away from its contextual and interactional character towards numerical representations and codification in monetary terms. Further, it is argued that the realization of management ideals in everyday practice is dependent more on the availability of pre‐existing technologies and standard procedures than on the ingenuity of particular organizational and institutional actors. These arguments are illustrated with the reutilization for TQM purposes of “local incident reports” in a Swedish hospital organization.
A QFD/hoshin approach for service quality deployment: a case study
Authors: Pun K.F. , Chin K.S. , Lau Henry
Published: July 2002

Discusses the quality strategy deployment (QSD) processes, and addresses how service organizations identify customers’ needs in relation to the development of viable strategies and deployment of quality services using the quality function deployment (QFD) and the hoshin kanri techniques. An integrated QFD/hoshin approach is proposed to help develop viable strategies and attain service quality deployment. An implementation case of the approach is presented based on a recent QSD study in a typical engineering service organization – the Manufacturing Engineering Laboratory (MEL) of City University of Hong Kong. Incorporating the findings of the study, this paper sets forth the identification of the voice of customers (VOC), the building of a house of quality (HOQ), and the deployment of organizational strategies. Besides, a generic 13‐step guideline of QSD process is elaborated for assisting service organizations to attain continuous performance improvement. Effective implementation of the QFD/hoshin guideline and monitoring the QSD process must garner organizational support and commitment.
Managing the employee connection
Authors: Zemke Ron
Published: July 2002

Describes the main findings deduced from data held relating to over 70,000 cases in an employee and manager inventory and associated database, which focuses on employee and manager job satisfaction issues and employee and manager perceptions of how well an organization is doing at serving and satisfying customers. Concludes that a good business model is critical, as is having the right resources, but that ultimately the human resource becomes the powerful make or break factor. Provides several examples of well‐known companies’ practices which demonstrate the findings.
Tackling “Uneven Development” To Provide Effective Multi‐agency
Provision
Authors: Rounthwaite Tony
Published: July 2002

The third in a series on the difficulties encountered in the
fragmentation of the health service and private contracts, addresses the
problems of communication and uneven development of different services.
Considers the dangers involved in determining common standards and
proposes the use of total quality multi‐agency provision (TQMAP) to
reach a shared focus. Illustrates this method with some models of
“catching up”, and concludes that co‐operation is reliant on others.
Setting Service Standards for Local Government Reception Services
Authors: Donnelly Mike , McMullan Ciaran H.
Published: July 2002

Analyses the number, distribution and nature of enquiries made at
Stirling District Council’s central reception and the times taken by
staff to deal with them satisfactorily in order to measure meaningful
service standards. A survey of customers was conducted to try to
establish a profile of the users of the reception service. With the aid
of queuing theory, tries to obtain a better understanding of the way in
which reception service quality target levels can be defined, measured,
monitored and improved.
Customer Service – Getting the Basics Right
Authors: Freemantle David
Published: July 2002

Sets out several basic principles in customer service before giving
examples of service improvements made by various organization such as
BMW, Waterstone’s, British Gas and others. These improvements, explained
in detail, include staff training, workshops, personalized service,
mystery shoppers, cards for customer reaction, making work fun, etc. all
of which are aimed at making the customer feel special.
Quality versus cost – lessons for the late 1990s
Authors: Evans Robert J.
Published: July 2002

Examines the success factors of the highest performing companies.
Finds that these companies learn to delight their customers constantly;
empower their own employees; and recognize the need to redesign the way
work is done. Crucially they do all these things at the same time rather
than falling into the trade‐off trap. The only way to achieve this is
through strategic management and leadership.
Not so strange bedfellows: marketing and total quality management
Authors: Fram Eugene H.
Published: July 2002

Long‐term success of total quality management (TQM) programmes
depends on initiatives which form strong partnerships with marketing
activities. The objective of the partnerships is to integrate customer
requirements into programmes. Analyses these relationships, based on
information developed from extensive seminar discussions over a
three‐year period. Concludes that the status of TQM‐marketing
partnerships is highly variable, with respect to customer understanding.
Many remain in their infancy, while others have matured well in a short
period. For the latter group, marketing’s customer voice has become an
expanding part of the quality movement to develop products and services
that excite customers.
The paradigm paradox
Authors: Seddon John
Published: July 2002

Voices concern about businesses wasting vast amounts of time and
resources on paradigm programmes (to make people see a problem in a
different light). Discusses problems in implementing such programmes and
examines several failed attempts – including an airline whose
staff worked against the programme. Concludes that empowering
technologies should give people the tools to change themselves, rather
than enforce change, or they will be wrongly applied, resulting in
waste.
SERVQUAL and the Northern Ireland hotel sector: a comparative analysis ‐ part 1
Authors: Gabbie Olive , O’Neill Martin A.
Published: July 2002

Forms the first part of a two‐part investigation, exploring the relationship between quality service and customer expectations in the Northern Ireland hotel industry. Notes that, in line with customers’ demands for higher and higher service quality, the Province’s tourism sector has recognized the need to raise its profile from the back‐seat position it has taken for some years. Details the Northern Ireland Tourism and Hospitality Training Council’s introduction, in conjunction with the Northern Ireland Quality Centre, of a total quality management programme, and reports the findings of a study, using the SERVQUAL instrument, carried out on two hotels within the Province, one of which has successfully implemented the new programme.
How ethnicity influences service expectations ‐ a Canadian perspective
Authors: Snow Kim , Bartel Henry , Cullen Tony
Published: July 2002

Observes the changing demographics in all markets with increased heterogeneity owing to the mass movement of cultures to different countries. Suggests that this necessitates adapting service‐quality programmes to match culturally different customer expectations. Conducts research pertaining to service expectations of retail financial services in Toronto, Canada, to determine whether identifiable service‐quality attributes are dependent on cultural background. Concludes from the results that different service expectations do exist between various ethnic backgrounds and that service firms can capitalize on these differences, by identifying them and designing appropriate operations and marketing strategies, leading to increased customer satisfaction and competitive advantage without increased operating costs.
SERVQUAL and the Northern Ireland hotel sector: a comparative analysis ‐ part 2
Authors: Gabbie Olive , O’Neill Martin A.
Published: July 2002

Some practitioners maintain that the main problem with introducing a quality management system such as ISO 9000, is the amount of paperwork required to maintain it. Many believe it is purely a bureaucratic paperwork exercise and managers are so busy chasing paper that they do not find time to concentrate on genuine quality and business improvement. This was recognized by managers of the Cowie Group plc, the major UK motor finance and specialist distribution, and bus operator, when introducing their formal quality system. Outlines a collaborative project with the University of Sunderland Business School, which assesses the feasibility of developing semi‐intelligent computer software which manages parts of the quality system and enables managers to concentrate on quality improvement of the overall business, and its various processes. It begins by discussing how the Cowie Group introduced a quality system to their operations and how this effected their activities. The next section discusses the practical, technical and cultural problems experienced when implementing this model, and how the group decided to resolve these using current computer technology. Concludes by highlighting problems associated with this and sets the ground rules for resolving these as part of the “semi‐intelligent quality system”.
Shotover to quality: the world’s most exciting jet boat ride
Authors: Kandampully Jay , Duddy Ria
Published: July 2002

Reports that tourism today is a global business in which the competition and the customers span international boundaries. Replication of tourism products and services in this turbulent marketplace, has become an inevitable facet of business. Organizations such as Shotover Jet in Queenstown, New Zealand, with their intense focus on the customer and the quality of the experience that they wish to offer, have convincingly proved their leadership in spite of intense competition. Proposes that Shotover Jet thus serves as a model company for tourism establishments around the globe.
Measuring customer satisfaction and employee attitude at Forte Hotels
Authors: Eccles Gavin , Durand Philip
Published: July 2002

Considers the benefit for service companies of measuring both customer satisfaction and employee attitude, as a means of first determining guest perceptions of the service offered, and then to consider the internal environment of business operations. Draws conclusions based on research from Forte Hotels, on increasing levels of staff morale impacting significantly to raise customer satisfaction, as well as the benefit to organizations of implementing softer measures of service training.
The leader and the team
Authors: Morris John , Mountfort Peter
Published: July 2002

Suggests that leadership and team building are the two major training issues which companies must address as we move towards the twenty‐first century and that clearly the two are related. Equally clear is that both issues can only be addressed effectively in an ongoing fashion, making them development rather than training challenges and suggests programmes rather than events as the solution. Shows how such winning leaders and teams can be identified, trained and developed.
A system model for ISO 9000 standards
Authors: Lim Chong‐Chuan
Published: July 2002

A system model for ISO 9000 series of standards is proposed. It is based on the principles of system thinking. The author points out in the paper two system cycles that should be practised to make the system model visible: a system cycle on structure consisting of three tiers; and a system cycle on processes in links and loops spanning the structure. The system cycle on structure represents a long‐term performance management system, whereas the system cycle on processes in links and loops represents a short‐term performance management system. What keeps the quality management system going is the perennial and collective commitment.
The effect of downsizing on service quality in some large organizations
Authors: van der Wiele Ton , Brown Alan
Published: July 2002

During the 1990s most large organisations have faced substantial restructuring. At the same time, many have had TQM or quality management in place. What impact do these changes have on TQM? Addresses some of these issues by examining several large enterprises in Western Australia. Quality activities in all had been investigated first in 1994 as part of an Australian survey on quality management self‐assessment practices. They were then re‐examined in 1996. All had gone through substantial restructuring in the interim period with considerable reductions in job numbers, or, in some cases, reductions were still in progress. Most had removed entire divisions and sections with much of the work now being contracted to the private sector. One had also undertaken a program of corporatisation and two had new CEOs assume office since 1994. The evidence suggests that organisations have varying experiences with TQM and downsizing. In some cases TQM takes second place in the process of shedding significant numbers of jobs, while in other instances, strong support from senior management and other factors ensures that it is maintained. Concludes with an outline of some factors which may impact on the sustainability of TQM.
Quality assuring professional practices: a case example from a cancer treatment center
Authors: Peters John , Sandison George
Published: July 2002

Discusses service quality as applied to professional practice, focusing on the radiotherapy department of a cancer hospital. Differentiates professional and managerial issues in service quality management in cancer care (and by extension, professional practice). Proposes that, professional practitioners must be supported with a “service surround” subject to quality assurance (QA) disciplines but that the “service core” is largely untouchable by externally‐imposed managerial quality systems outwith those already subscribed to through codes of professional practice. Suggests that the definition of service core and service surround needs to be negotiated.
Quality improvement efforts at St Mary’s Hospital: a case study
Authors: Klein Donald , Motwani Jaideep , Cole Beth
Published: July 2002

In recent years, there has been significant interest in the application of continuous quality improvement (CQI) into health care organizations. This paper reports the findings of an in‐depth, detailed investigation to identify and assess the ingredients that lead to the successful implementation of CQI programs in the emergency care of St Mary’s Hospital in Grand Rapids, Michigan. The field work was undertaken from January to November 1996.
Continuous improvement in public services ‐ a way forward
Authors: Curry Adrienne , Herbert David
Published: July 2002

There are a number of approaches to service quality. Rather than discussing their individual merits and demerits, it is perhaps more fruitful to look to their integration and the extent to which they can be linked and serve one another. This paper aims to do just that. Inevitably the techniques considered have to be limited, but their interrelationship is made clear and their development potential highlighted. The particular quality tools illustrated are the Servqual model and quality function deployment (QFD), with process mapping serving as an intermediary tool for QFD. Three public service case examples are used to illustrate their successful use to date. Servqual measures both external customer/service provider expectations and perceptions and the existence or not of (in)formal standards, whilst QFD translates these results and measurements into organisational solutions in terms of product/service design, ensuring organisational standards to deliver what is required and helping to define a strategic planning process. Both of these quality management tools have been tested and used to positive advantage in the private sector. Their applicability to the public sector is being increasingly confirmed and they do offer a way forward for the future in terms of achieving the difficult and never‐ending task of continuous improvement in public services.
The empowered classroom: Applying TQM to college teaching
Authors: Durlabhji Subhash G. , Fusilier Marcelline R.
Published: July 2002

Total quality management (TQM) principles of 100 percent customer satisfaction/zero defects, self‐managing or autonomous teams, employee empowerment, and continuous process evaluation and improvement were utilized in the design and implementation of a graduate course in organizational behavior. Students made many choices that are usually made by the instructor. Students responded with enthusiasm to the challenge of self‐managing teams and empowerment; in contrast, the concepts of customer satisfaction and process evaluation were found to be relatively more difficult to translate into class process. Theoretical and practical implications of applying a business management model to an educational context are discussed. The paper concludes with a discussion of the study’s implications for higher education.
Hire capacity of rental services
Authors: Walker John
Published: July 2002

A rental service is a service in which customers arrive to request the hire of a rental unit. Customers arriving when all units are out on hire are turned away and considered lost to the service. Customers, successful in obtaining the hire of a unit, pay a hire fee per unit per day. A graphical tool is presented as a decision aid in determining the total number of units to be made available for hire. The graphical tool minimises the total daily relevant costs and provides an easy means of visually examining the sensitivity of the “optimal” number of units to changes in estimates of the associated demand, hire fee and cost parameters. A short account of the application of the graphical tool by a small car hire business is presented.
Assessment of the service quality of a cancer information service using a new P‐C‐P attributes model
Authors: Philip George , Stewart Jonathan
Published: July 2002

Describes the development and use of a modified SERVQUAL research instrument for measuring the service quality of a leading Cancer Information Support Service from the perspective of their “customers”. The evaluation findings were also used to inform the organisation to help it to improve its services. In order to identify the appropriate dimensions of service quality, a series of focus group meetings were run with providers of the Information Support Services and also with the users of the service. The meetings enabled the identification of six different dimensions of service quality which neatly mapped onto the new P‐C‐P attributes model, which was developed after extensive research of existing models such as SERVQUAL. Based on these dimensions, a questionnaire was then developed to assess service quality of the service. The main outcome from the research was the development of a research instrument suitable for measuring the service quality of a Cancer Information Support Service. This instrument can be adapted to assess the quality of any other service.
Quest for value mix
Authors: Ho Danny C.K. , Cheng Eddie W.L.
Published: July 2002

This paper reexamines the traditional approaches to study value and quality, and suggests the need of linking these isolated approaches. A new concept called value mix which focuses on the customers’ perception of the value of a product or service in terms of function, quality and price is developed to provide a vehicle for an amalgamation of varied management thinking. Value is suggested to form the core of organisations’ strategic process of pursuing customer satisfaction. Leading edge can be forged by formulating and applying an appropriate value mix. Given that quality is the focus of total quality management (TQM) while value is that of value analysis/value engineering (VA/VE), researchers should explore the opportunity of integrating TQM and VA/VE tools and techniques to enhance product or service value.
Co‐operative teamwork for service quality in East Asia
Authors: Tjosvold Dean , Moy Jane , Sasaki Shigeru
Published: July 2002

Managers and employees need a crisp understanding of the nature of the teamwork that improves quality service to customers. Field and experiment studies have shown the utility of Deutsch’s theory of co‐operation and competition for understanding quality enhancing teamwork in East Asia. Co‐operative goals have been found to contribute to a constructive, open‐minded discussion of opposing views that in turn result in quality service and strong work relationships. Managers and employees can together develop shared goals, integrated roles, and common tasks that build co‐operative goals. Then they feel that they are on the same side so that as one succeeds, other methods can foster an open‐minded discussion of opposing views. Team members can use this framework to develop their relationships with customers as well as with one another.
Numerical simulation of forced convection flow past a parabolic cylinder embedded in porous media
Authors: Haddad O.M. , Al‐Nimr M.A. , Abu‐Ayyad M.A.
Published: July 2002

Numerical solutions are presented for steady two‐dimensional symmetric flow past a parabolic cylinder embedded in porous media. For this study, the full Navier–Stokes equations (combined with the Brinkman–Forchheimer‐extended Darcy model) and energy equation in parabolic coordinates were solved. A second order accurate finite difference scheme on a non‐uniform grid was used. A wide range of Reynolds number (Re) is studied for different values of Prandtl number (Pr). It is found that the pressure, skin friction and Nusselt number decreases as the Darcy number (Da) decreases and/or the Inertia parameter (Λ) increases.
Determination of ϵ at inlet boundaries
Authors: Merci Bart , Dick Erik , Vierendeels Jan , De Langhe Chris
Published: July 2002

Different methods for the determination of accurate values for the dissipation rate ϵ at the inlet boundary of a computational domain, are studied. With DNS data for a fully developed channel flow and pipe flow, it is shown that the method suggested by Rhee and Sung (2000), in which the k–ϵ turbulence model is used to compute both k and ϵ from a given velocity profile, is not reliable and can result in very poor results. The method is found to be extremely sensitive to the details of the imposed velocity profile. An alternative procedure is proposed, in which only the ϵ transport equation is employed, with given profiles for the mean velocity and the turbulence kinetic energy. This way, accurate and reliable profiles are obtained for ϵ. Another procedure, based on the turbulent mixing length, was suggested by Jones (1994). The problem. The problem is then shifted towards the determination of the mixing length at the inlet boundary of the computational domain. An expression for this mixing length is proposed in this paper, based on the mentioned DNS data. Finally, the method proposed by Rodi and Scheuerer (1985) is included for comparison reasons. The different procedures are first validated on the fully developed channel and pipe flow. Next, the turbulent flow over a backward‐facing step is considered. Finally, the influence of the inlet boundary condition for ϵ is illustrated in the application of a turbulent piloted jet diffusion flame.
Cross‐cultural indicators for human resource agendas
Authors: Ashton Chris
Published: July 2002

Investigates a network launch and the publication of a research
report in the human resource field by the Work in America Institute, a
workplace research organization. Proposes that these may provide
indicators for other countries. States the objectives of the network,
which were to: investigate productivity and the quality of working life;
improve understanding of culture, values, political systems and
workforce practices; correct countries′ misconceptions of one another;
and improve human resource policy and practice in countries on a shared
basis. The research report analyses the changing roles of human resource
units, the work‐force, unions and operations management. Concludes that
all these areas need attention to enable companies and unions to
initiate and sustain strategies. Indicates that present attitudes and
practices may have to change in order for strategies to be effective.
Enhanced Quality Functional Deployment
Authors: Mill Helen
Published: July 2002

Quality functional deployment (QFD) can be a powerful technique if
appropriately applied. However, it can generate a great deal of
paperwork and sometimes the benefits are disappointing. Presents a
number of analysis tools which should be used in conjunction with QFD.
These tools provide enhancements which help to understand the nature of
the product and demonstrate how to use QFD more effectively.
Senior management women in Australia: diverse perspectives
Authors: Rindfleish Jennifer
Published: July 2002

Research undertaken in the USA in the 1970s discovered that many women who were successful in business denied the difficulties faced by women in management and were reluctant to assist other women. Researchers labelled this phenomenon the “queen bee” syndrome. This paper investigates the views of senior management women in Australia on the barriers women face in management and their willingness to assist other women into senior management positions. Forty‐one senior management women were interviewed in Sydney. Content analysis was conducted on the responses and four broad categories were developed: “conservatives”, “moderates”, “reluctant feminists” and “definite feminists”. Two‐thirds of respondents fell into categories representing women who did not hold views resembling those of “queen bees”. The remaining one‐third of the women interviewed fell into the two categories that most closely resembled “queen bees”. The fact that a minority of senior management women resembled “queen bees” challenges the myth that senior management women are reluctant to assist other women in the workplace. On the other hand, the results show that not all senior management women will support other women in the workplace.
Restructuring workplace cultures: the ultimate work‐family challenge?
Authors: Lewis Suzan
Published: July 2002

Work‐life polices and practices have the potential to enhance opportunities for women in the workplace (and opportunities for men to be more involved in family life), but are often undermined by workplace culture. Presents a case study of an organisation which is addressing issues of workplace culture in relation to work‐life policies and gender equality. Despite achieving substantial change in practice and in shared assumptions, a new set of issues have emerged which will require innovative solutions.
Reading between the lines: unveiling masculinity in feminine management practices
Authors: Vieira da Cunha João , Pina e Cunha Miguel
Published: July 2002

The authors draw on an article by Fondas published in 1997 to expose a masculine ethos underlying “feminine” management practices, diffused through management texts. This is based on the findings that: management theories are of a masculine nature; companies seldom implement “feminine” practices; and those that do use those practices to maintain their underlying masculinity. This challenges academics and practitioners to recognize that management theory is gendered and that changes towards feminine organizations are superficial, at best.