bluuebunny/crossref_metadata_2025 huggingface dataset:
Cultivating the Garden of Eden: environmental entrepreneuring
Authors: Anderson Alistair R.
Published: July 2002

Presents a discussion on the nature of environmentalism and the nature of enterprise. It argues that while, superficially, these concepts might appear to be contradictory, on examination key communalities become evident. Crucially, both are recognised to be social processes which are based on the notion of value. In environmentalism the value of economic growthper seis questioned. It challenges ideas about what society should consider to be valuable; about whether quality of life is more important than standard of living. Entrepreneurship is argued to be about the creation of value, first at a social level in terms of new products or services, and second, at an individual level in terms of the production of idiosyncratic values, such as self‐satisfaction and gratification. The paper proposes, and demonstrates, by examples, that changes in social evaluations, brought about by “greening”, mean that new entrepreneurial opportunities have arisen to develop new businesses. Consequently, these new businesses are embedded in, and valorised by, the emergent social values. Given that they are also energised and motivated at a personal level they are seen to be both viable and environmentally sustainable.
Treadsoftly: adopting environmental management in the start‐up phase
Authors: Welsh Cameron N. , Herremans Irene M.
Published: July 2002

Illustrates the importance of a strong, implementable environmental plan and control system for the start‐up phase of a back‐country mountain biking company in the Crowsnest Pass area of Alberta, Canada. Careful planning showed that a commitment to the environment allowed the founder access to the necessary trails on public land. The key was to consider where company goals overlapped with stakeholder goals and incorporate a plan to achieve these goals. By developing a simple but effective monitoring and control system, the company was allowed to self‐regulate. The Land and Forest Service felt that the only regulation needed for Treadsoftly was adherence to its own environmental policy and monitoring its progress through its own control system. The company’s environmental management system was instrumental in receiving speedy approval for other permits and licences needed to operate in the area.
Reengineering for business option value
Authors: Lillrank Paul , Holopainen Sami
Published: July 2002

Business process reengineering (BPR) is following a typical maturity cycle as a business fad. Some of the more radical and flashy elements are omitted as the basic principles integrate into common sense and business and engineering school curricula. The ways of evaluating benefits become more precise. This is illustrated by three case studies, in which the benefits are classified into customer perceived value, cost savings and business option value. The latter is not a direct consequence of an implemented reengineering project, but a set of new abilities that an organization must exercise separately as a part of a strategy process. This provides a conceptual link between reengineering and some of its critics arguing for a more proactive approach to value creation. The lasting contribution of the reengineering movement is the insistence on using both technology and organizational change together.
Perceptions of the impact of the new AACSB standards on faculty qualifications
Authors: Henninger Edward A.
Published: July 2002

The International Association for Manage‐ment Education (AACSB) historically has been a strong supporter of the business disciplinary communities that have served to create and protect a much narrower definition of faculty qualifications. Research has supported the notion that business schools have often selected and rewarded faculty for their academic credentials and for their ability to conduct empirical research regardless of institutional type. In recent studies following the introduction of the new AACSB stan‐dards, deans surveyed generally anticipate only modest changes in the credentials and research expectations for their faculties. This multiple case study investigated dean and management and marketing chair and faculty perceptions of the potential impact of the new AACSB faculty qualifications standards on hiring, tenure, and promotion criteria at four comprehensive universities. Generally, respondents expected little opportunity for selection, tenure or promotion of faculty with doctorates outside traditional business disciplines and no opportunity for those considered professionally qualified.
The fourth wave: the spiritually‐based firm
Authors: Wagner‐Marsh Fraya , Conley James
Published: July 2002

Alvin Toffler foretold the technological “third wave”, in 1980. We suggest that there is an organizational fourth wave, the spiritually‐based firm. The movement toward spiritualizing the organization has apparently caught on and a number of highly diverse firms are attempting to instill a spiritual corporate culture. The intent of this paper is to explore basic attitudes and practices that appear to be essential for success in maintaining a spiritual corporate culture. Six key concepts have been selected based on our review of the literature, professional observations, and in‐depth personal interviews with leaders of spiritually‐based firms: honesty with self, articulation of the corporation’s spiritually‐based philosophy, mutual trust and honesty with others, commitment to quality and service, commitment to employees, and selection of personnel to match the corporation’s spiritually‐based philosophy. As these key concepts are discussed, specific examples of how these concepts are practiced within various firms are included.
Circular organizing and triple loop learning
Authors: Georges L. Romme A. , van Witteloostuijn Arjen
Published: July 2002

The organizational learning literature distinguishes different levels of learning (zero learning and single, double and triple loop learning) in order to understand the complexity and dynamics of changes in policies, objectives, mental maps, and structures and strategies for learning. This article explores the case of an emerging new organizational design, the circular organization, in order to understand the role of triple loop learning. The circular model was developed on the basis of ideas about the relationship between organizational structure and behavior taken from theories of dynamic systems. Circular design precepts appear to provide a structural facilitation of single and double loop learning. In this respect, the circular design tends to act as a facilitating infrastructure for triple loop learning, that is, exploring the structural opportunities and key competences people need to participate in making well‐informed choices about policies, objectives and other issues.
Optimisation modelling for flip‐chip solder joint reliability
Authors: Stoyanov S. , Bailey C. , Cross M.
Published: July 2002

This paper details and demonstrates integrated optimisation‐reliability modelling for predicting the performance of solder joints in electronic packaging. This integrated modelling approach is used to identify efficiently and quickly the most suitable design parameters for solder joint performance during thermal cycling and is demonstrated on flip‐chip components using “no‐flow” underfills. To implement “optimisation in reliability” approach, the finite element simulation tool – PHYSICA, is coupled with optimisation and statistical tools. This resulting framework is capable of performing design optimisation procedures in an entirely automated and systematic manner.
Continuous improvement and employee participation in SMEs
Authors: García‐Lorenzo Antonio , Carlos Prado Prado J. , García Arca Jesús
Published: July 2002

The active participation of all personnel is the basis for continuous improvement in companies. This paper describes the main features of systems for channelling such participation, used in a series of companies in the automotive parts industry in the Northwest of Spain. These characteristics were obtained from research carried out in mid‐1997 and based on personal interviews. Likewise, the great spread of this kind of practice found in this supply industry, mainly made up of SMEs, supports the idea that it is not only applicable in large companies. However, it should not be forgotten that the automotive sector has one of the longest traditions in continuous improvement and employee involvement activities.
Creating customer service worth advertising at Browning Arms
Authors: Allred Anthony T.
Published: July 2002

John M. Browning was the greatest gun maker the world has ever known. The company he created has been recognized for a century as the industry leader in innovation and quality. A host of changes in external factors like social values and politics have brought the Browning company and the firearms industry to a major crossroad. If the industry survives, service quality will likely be the core‐competency that drives future sales and market share. The study examines a Browning task force committee whose charge was to define and implement the “best there is” in customer service. Major barriers to service quality are identified. Principles for improving service quality and customer retention are discussed in detail.
An empirical investigation of approaches to new work practices
Authors: Ingle Sarah
Published: July 2002

Analysis of the total quality management (TQM) and related literature leads to the conclusion that firms introduce TQM principles and practices using different overall approaches. It is argued in this paper that these approaches or modes can be characterised as strategic, philosophical, selective adoption and continuous improvement. The purpose of the paper is to examine the applicability of this taxonomy in a number of companies actually introducing elements of TQM. The research presented is based on one segment of the Irish automotive component manufacturing industry, comprising five firms, which was examined using a case‐study design. The empirical data includes general information from preliminary interviews within academia, consultancy and government agencies, as well as particular, in‐company interviews and plant tours. The findings suggest that firms can have both a main and a subsidiary approach to introducing TQM and similar practices, and that these approaches may relate to internal and external aspects of firm relationships.
Expanding the meaning of standardisation within construction processes
Authors: Santos Aguinaldo , Torres Formoso Carlos , Tookey J.E.
Published: July 2002

Discusses the effectiveness of construction practices on standardisation based on six case studies developed both in Brazil and in the UK, focusing on the “bricklaying” process. The case studies showed a paradox: construction companies developing written standards but failing to implement and maintaining standard practices. Written standards were extremely ineffective in the case studies due to the lack of teamwork and problem solving activities. It became clear that the abstract meaning of standardisation has far larger possibilities than simply developing descriptions of practice in written documents. Information on standards could be displayed in the packing system or equipment, for instance. Most importantly, information on standard procedures should be available when and where the construction worker needs it, despite the great need for workstation mobility. Hence, concludes that there is an urgent need for promoting a more widespread use of “visual management” approaches in order to enable effective dissemination and use of standard practices within the construction environment.
An empirical investigation of total quality management: a Taiwanese case
Authors: Huang Yeu‐Shiang , Lin Bertrand M.T.
Published: July 2002

Not long ago, the Asia Pacific area suffered economic decline due to financial crises. By contrast, Taiwan, stood apart from its regional competitors and was able to manage and turn the crises into opportunities. Besides the financial factors discussed by economists, quality management should also be considered as a major factor in this development. Investigates how industry in Taiwan implemented quality issues, especially total quality management, within the last decade. Questionnaires were generated and distributed to the largest corporations in Taiwan to gather information. Statistical analysis was performed to evaluate the quality implementation status in Taiwan. The results can be used to study the comparative impacts of quality management in the area of the Asia Pacific.
Putting the Customer First
Authors: Wood Colin , Walker Paul
Published: July 2002

Describes how Royal Mail recognized the need to embark on a total
quality programme to improve the service given and to upgrade customer
perception of Royal Mail. Shows how Royal Mail set about developing a
“Customer First” strategy, initiating training and instigating a
continuous improvement ethic. The programme involved all levels of staff
from the managing director through to front‐line employees and
established a quality support network in the process. A total of 120,000
people took part at various Royal Mail sites throughout the UK. Gives
details of workshop content, the training programme itself and describes
how pilot activity was measured and improvements carried out. Concludes
that the strategy has been implemented successfully with positive
results for the period 1988 to date.
Approaches to Quality
Authors: Collins Philippa
Published: July 2002

Definitions of quality are contradictory and often misunderstood. Rather
than rely on gurus or consultants, practitioners should remember the aim
of quality: to produce good products, services and good management. By
implementing new ways of managing, organizations can achieve the desired
results. Reliance on methodologies will not.
Integrated Manufacturing Self‐control
Authors: Lavy Nachman
Published: July 2002

Workers can pinpoint defects better and faster than the auditor,
sometimes even before they occur. To ensure a regular flow of products,
the worker’s quality of workmanship must be very high. Integrated
manufacturing self‐control restores job satisfaction. Determines the
worker performance level by tracking audit of the self‐control system.
The self‐control auditor samples production lots and calculates the
performance level of the worker. The performance level measure permits
comparison of different jobs at different complexity levels.
Understanding Quality through Systems Thinking
Authors: Cusins Peter
Published: July 2002

Outlines, with the aid of diagrams, the core concepts of systems theory
as a basis for understanding the applications of systems thinking in
organizations. Explains ideas like waste, outcomes and feedback in
systems terms, and links systems thinking with quality thinking. Once
systems thinking is understood, understanding organizational systems and
quality management becomes easy. The diagrams and summarized principles
are useful for anyone wanting to teach the concepts to others.
Implementing Major Organizational Change
Authors: Lance Revenaugh D.
Published: July 2002

Business process re‐engineering (BPR) is a radical rethinking of an
organization and its cross‐functional, end‐to‐end processes and has
taken corporations by storm. Despite the excitement over BPR, however,
the rate of failure for re‐engineering projects is over 50 per cent.
Uses two well‐established models, the information technology strategic
grid and the corporate tribes culture model, to provide some insight
into the difficulty of implementing BPR successfully. Analysis
specifically the potential impacts of each culture type. The strategic
relevance of a process, as delineated in the strategic grid, is examined
for its relationship to BPR implemention. Integrates the combined impact
of culture and strategic relevance into a practical framework to guide
managers in planning for the successful implementation of BPR.
Business process re‐engineering at the Co‐operative Bank improving
personal customer service
Authors: Dignan Wyn
Published: July 2002

The Co‐operative Bank strategy of encouraging its customers to
telephone or write to its account management centre, rather than the
branches, proved successful. Volumes grew rapidly, placing pressure on
service quality resulting in lost telephone calls, correspondence
backlogs and duplication of effort as work was handed off to other
areas. A project team was formed to re‐engineer fundamentally business
processes and to realign the organization, leading to improvement in
customer service. AMC employs some 600 staff, in an operation accessible
by telephone 24 hours a day 365 days per year. It receives over 4
million calls and processes over 5 million pieces of paper a year. The
project commenced in 1993, looking at business processes and concluded
in May 1994 when the last of 34 multiskilled customer‐service teams
pulled out. Recent MORI research found that among high street banks
Co‐operative Bank had the highest customer satisfaction rating scoring
94 per cent among its customers.
Keep your customers happy and your competition will slowly fade
away
Authors: Ovenden Anthony
Published: July 2002

All commercial organizations owe their existence to customers, and
because they are so valuable to companies they should be well cared for.
Unless a customer receives good service from a company business may well
be transferred to a competitor. Formal complaints from customers are
rare, and when one arises it may already be too late to retain that
customer. Company top management needs to be aware of how well or how
badly their customers are treated, and what the customers think about
it. Sales personnel are not always a reliable source of information
about customers’ feelings. Regular customer service audits, conducted by
external accredited professionals, are the best way of finding out how
customers feel about the service they receive, how it is delivered and
how it could be improved.
Quality starts with designers
Authors: Hollins Bill
Published: July 2002

Argues that 99.9 per cent quality is not enough. Especially in
products in which the safety of the consumer is at stake, the only
acceptable level of quality is total. Consumers are also requiring
products to be easy to use. An increasing number of companies are
beginning to realize this is not just part of the manufacturing process
but has to start with the design.
The democratic dimension of quality, innovation and long‐term
success
Authors: Jones Susan
Published: July 2002

Contrasts traditional western organizations with more
democratically run high performance cultures. Opposing interpersonal
attitudes and skills at the root of this contrast are identified.
Illustrates academic evasion of the democratic dimension, allowing
managers to marginalize vital attitudes and skills, and misapply
strategies to reinforce the traditional command‐and‐control culture.
Prevailing hierarchical attitudes are exemplified to be the cause of the
high failure rate of TQM, employee involvement, customer care
programmes, etc. Consultants and academics are urged to highlight the
need to tackle core attitudes at the head of organizations as the key
prerequisite of radical culture change, high learning and innovation,
and long‐term competitiveness.
Customer care is not good enough
Authors: Macdonald John
Published: July 2002

Thousands of supervisors and employees who have direct contact with
customers are being trained in customer care. Although an important
element in quality initiatives, customer care training is all too often
an example of management satisfaction with the quick fix. When senior
management is committed to customer focus rather than mere care, the
results can be dramatic. Illustrates this concept of customer focus with
personal experience of two competing airlines facing a problem. Both are
good, efficient companies, interested in their customers. But there is a
difference.
Product development stages and associated quality management
approaches
Authors: Rahman Shams‐ur
Published: July 2002

Summarizes the quality control methods and techniques developed
over the last five decades and categorizes them into three broad
approaches, each identified with three broadly‐defined product
development stages. Observes that the quality management approaches
developed and applied to assess and improve product quality have
followed the opposite sequence of the product development stages.
Service quality management in residential and nursing care homes
Authors: Huda Fahmia
Published: July 2002

Reports on research involving eight residential/nursing homes from
six different organizations of various sizes. Face‐to‐face interviews
were conducted with both the residents and staff in each of the homes.
Answers were then matched to see whether the two groups concurred in
their opinion about the “good” and “bad”
elements of the service. Found that there was a high degree of
correlation, since front‐line staff were, in general, acutely aware of
their clients’ needs. The parent organization was also assessed and
comparisons made to see which type of strategy was best suited to
creating a quality service.
Starting the journey: team‐based QI in a university laboratory
Authors: Chin K.S. , Patri K.V. , Pun K.F. , Yeung W.H. , Poon L.T. , Poon K.K.
Published: July 2002

Describes the design and early implementation of a team‐based quality improvement campaign in progress within the Department of Manufacturing Engineering at City University of Hong Kong to improve the performance of its laboratory services. Midway into a two‐year implementation plan aimed at fostering a worker‐oriented group culture to achieve the quality targets, the “Quality Campaign in Manufacturing Engineering Laboratories (QCIMEL) discusses, via the working committee, the rationale of the programme design and structure, and reports progress at the end of the one‐year mark.
Activity‐based cost management in the management of change
Authors: Clarke Paul , Bellis‐Jones Robin
Published: July 2002

Describes the important role of activity‐based management in determining the direction for those managing change. Explores the importance to the implementation of change of the understanding of cost in business as opposed to simply the desire to improve the way things are done. Concludes that managers should be clear about their direction for change before committing resources to the task.
The ongoing challenge of total quality management
Authors: Longenecker Clinton O. , Scazzero Joseph A.
Published: July 2002

Notes the spread of organizational efforts at continuous improvement using a total quality management (TQM) strategy throughout the global marketplace, and that the factors and practices which lead to quality improvement are indeed well documented. Points out that, while most organizations which start TQM efforts are motivated to succeed, they are frequently exposed to the factors which may cause their TQM efforts to struggle or even fail. Details research in which 137 managers from practising TQM organizations were asked to assess their perceptions of TQM on a host of critical issues associated with long‐term continuous improvement, and were asked to identify specific reasons why quality problems still existed in their organizations. Finds that these managers believe that TQM efforts improve quality, yet they also described a host of problems which can plague organizations well advanced in the TQM process. Maintains that an understanding of these problems can provide needed help for companies involved in long‐term continuous improvement efforts.
Do quality initiatives need management?
Authors: Knights David , McCabe Darren
Published: July 2002

Presents the findings of a two‐year programme of questionnaire‐ and case study‐based research conducted during 1993‐1995. Argues that it is not enough for management to initiate problem solving, educate staff or attend quality steering committees in order to introduce quality initiatives successfully. Concludes that quality initiatives must be managed.
Fourteen Japanese quality tools in software process improvement
Authors: He Z. , Staples G. , Ross M. , Court I.
Published: July 2002

Notes that quality improvement and management practices involve using tools, which are formulated from industrial practices and quality engineering theory. Points out that the seven old Japanese tools are claimed to be able to solve up to 95 per cent of quality‐related problems and that the seven new Japanese tools are claimed to have started a new era for quality. However, comments that these tools have not been discussed systematically in the context of software sector. Proposes a software process improvement framework, which incorporates the SEI capability maturity model as a self‐assessment tool, and maps these 14 tools to the framework in order to help establish the total quality management culture in software quality practices.
Quality awards ‐ recognition or model?
Authors: Laszlo George P.
Published: July 2002

The recognition of the successes obtained by organizations using the total quality management (TQM) approach has been made historically through quality awards. The validity and applicability of the criteria used in such evaluations as well as the consistent impartiality of the adjudication processes are what determine whether such recognitions are meaningful or mere token awards made in the name of quality. The major internationally recognized quality awards of the European Community, Japan, the USA and Canada use evaluation criteria which are similar in nature. The common aim is to publicize organizational excellence achieved through TQM and to provide worthy examples for other enterprises to follow.
“A bridge too far?”: consistent quality initiatives in financial services
Authors: Knights David , McCabe Darren
Published: July 2002

Quality initiatives demand that management and staff share a mutual interest in improving the quality of customer service through continuous improvement. These demands are currently being pursued against a background of organizational restructuring, redundancy and pressures on staff to increase productivity that are inconsistent with promoting a shared interest in improving service quality. Argues that management needs to reflect on the consistency of its actions in relation to the underlying rational of quality initiatives.
Business process redesign and total integrated management
Authors: Azhashemi Masoud A. , Ho Samuel K.
Published: July 2002

Japanese firms which long ago realized the importance of product quality have, over the last decade, been focusing on the broader issue of management quality as a way of increasing market share and profits. Management quality has traditionally been difficult to judge, and systematic ways of improving it difficult to implement. To overcome this dilemma, Yahagi Consultants Inc., in Tokyo, has come up with an approach called total integrated management (TIM). It consists of a comprehensive checklist, but no systematic implementation processes have been suggested. Aims to investigate the link between TIM and business process redesign and identify whether the latter methodology can be applied to implement TIM effectively.
An employee reward and recognition process
Authors: London Calvin , Higgot Kim
Published: July 2002

Reward and recognition systems for individual employees remain one of the controversial areas of quality management. Previous discussions on this aspect of quality management, although recognizing their importance, often attribute failure of the system to the method of implementation. This company has made several attempts to develop a process of employee reward and recognition with little success and the various systems lost their prestige among employees. Through the company’s quality committee a new process for employee reward and recognition based on an unbiased assessment by managers, fellow employees and internal customers has been developed. Describes the reward and recognition process developed by the company, including a description of the categories used in the process, overviews of the process in place for acceptance and review of nominations and descriptions of the recognition for awards.
Creating zero‐defect students
Authors: Karapetrovic Stanislav , Willborn Walter
Published: July 2002

States that quality of university education has recently become a subject of major concern. The job market is getting tighter, and even a degree from a reputable university does not guarantee employment in the area of the student’s expertise any more. Students, their families, employers and the government want assurance that the students will get “good quality” education. The question is: what does “good quality education” mean? Attempts to answer some of the lingering questions about quality in the university environment. Looks at the products and customers of the university, examines some quality assurance issues, and shows what the authors mean by “zero‐defect” students.
A review of total quality management in practice: understanding the fundamentals through examples of best practice applications ‐ part III
Authors: Thiagarajan T. , Zairi M.
Published: July 2002

Part III of a three‐part series which represents a comprehensive review of the literature by discussing critical factors of TQM in key areas often stressed in implementation case studies, and supported by quality gurus and writers. Such factors are considered as being conducive to the success of TQM implementation. Covers issues related to the implementation aspects such as the role of culture, reasons for TQ programme failures, gestation period, etc. Presents a co‐ordinated approach to the literature which aims to link in all key elements.
Principle‐centered leadership and core value deployment
Authors: Edgeman Rick L.
Published: July 2002

Organizations devote a great deal of attention to the cultivation and deployment of competencies which support their mission and vision. Of equal importance, but less‐attended to, are core values ‐ for cultures and economies rise and fall on the basis of these foundations. One core value which is consistently included in the criteria of various international quality prizes is that of employee empowerment. Coupled with enabling competencies and profound trust, fully deployed core values allow empowerment to be taken to its extreme logical conclusion ‐ systemic leadership, wherein all members of an organization share the burdens, privileges, and rewards of leadership. Leadership is regarded as a key enabler of business excellence. Leadership as developed in this paper fuses ethical core values, competencies, and empowerment. Effective deployment results in systemic leadership that is marked by unity of purpose, which in turn facilitates the journey to business excellence.
The establishment of an integrated management system ‐ a paradigm for railway engineering management
Authors: Chan Y.K. , Gaffney P. , Neailey K. , Ip W.H.
Published: July 2002

In today’s public transport market where competition is keener than ever, railway operators are in desperate need of a customised total quality management approach to enhance performance and outcompete their counterparts. This paper outlines the work related to the establishment and implementation of such a total management approach, an integrated management system evolved from the ISO 9000‐based quality management system, in the Mass Transit Railway Corporation (MTR Corporation), Hong Kong, and how this system serves to enhance the corporation’s competitiveness by successfully addressing its rapidly changing needs.
Application of experimental design in new product development
Authors: Zhang Zhihai
Published: July 2002

This article presents how to use the technique of experimental design in developing a new product ‐ an extrusion press. Using experimental design has significantly reduced the time needed to develop the extrusion press and improved the quality of the new product. This clearly demonstrates that experimental design is an efficient technique for new product development. To ensure success when undertaking experimental design in new product development, there are some prerequisites which have to be taken into account. These include, for example, the need for a better understanding of customer requirements and expectations, a carefully planned design, and sound knowledge in the subject‐matter. It may be suggested that an experimental design similar to the one presented in this article can also be used for developing other new products.
The positioning of BPR and TQM in long‐term organisational change strategies
Authors: Hill Frances M. , Collins Lee K.
Published: July 2002

The paper reports some findings generated by a postal survey of Northern Ireland’s top 100 companies. The aims of the survey included: gaining some insight into levels of awareness, understanding and use of business process re‐engineering (BPR) in the province; examining the positioning of BPR in long‐term organisational change strategies; and exploring the relationship between incremental improvement and radical innovation as approaches to change management. The findings include: more widespread reported use and understanding of BPR than anticipated; some evidence of integrated use of BPR and total quality management; and that both are quite widely perceived as being significant elements of organisational change strategies for the foreseeable future. Follow‐up case studies have been undertaken to explore relevant issues in greater depth.
Survival to success: the case of RHP Bearings, Blackburn
Authors: Regan S. , Dale B.G.
Published: July 2002

This paper outlines the key events and changes which have resulted in the transformation of the RHP Bearings Blackburn foundry from potential closure to a successful business unit within the NSK‐RHP European operation. It deals with aspects such as people development, policy deployment, teamworking, new technology and total productive maintenance. The paper also describes some of the company’s achievements such as the 1997 North West Quality Award and its ISO 14001 registration. The issues which have been crucial to the success of the foundry are highlighted and examined.
Simulating c and u control schemes
Authors: Freeman Jim , Mintzas George
Published: July 2002

Control charts are a vital quality management tool. Attribute schemes are of particular (though not exclusive) interest to the customers of manufacturing organisations. A new computer assisted, experiential approach to training staff in attribute (defects) sampling methods is described. The package in question is standalone and allows a variety of chart options to be simulated. Schemes can be appraised both individually and on a pairwise basis. “Live” results from the simulation can be compared with standard benchmark information incorporated in the program. A gaming facility additionally provides trainees with a means of assessing changes in their skill level and performance.
Improving quality management on the basis of ISO 9000
Authors: Lee Tat Y. , Leung Hareton K.N. , Chan Keith C.C.
Published: July 2002

A comprehensive survey was conducted with a view to identifying the benefits derived by ISO 9000 certified companies in Hong Kong. It is generally agreed that the certification helps the companies to improve quality in terms of work procedures, product and service quality, team spirit, subcontractor control, efficiency and complaints. While a large proportion of the certified companies would like to continuously improve their quality on the basis of the certified management system, many of them do not know how to make a start. This paper reviews the difference between what is commonly known as good practice and the ISO 9000 requirements. Some recommendations are made for the certified companies which are planning to develop their quality journey based on ISO 9000.
Perspectives on statistical quality engineering
Authors: Goh T.N.
Published: July 2002

Some of the frequently asked questions about the what, why, when, how, where and who of statistical quality engineering are discussed. Questions answered include: “What would be an active approach to the objectives of statistical quality engineering?” “How is statistical quality engineering related to Six Sigma?” The concepts, techniques and illustrations, explained in a non‐mathematical language, are useful to both management and technical personnel interested in strategies and tools for cost‐effective quality improvement.
Characteristics of Successful Health Care Organizations
Authors: Martin Graham
Published: July 2002

Considerable attention is being given in the UK to the issue of
identifying “what is it” that makes for success in health care
organizations. The HAY Group has developed a worldwide database on the
key human resource issues that are linked to success. Outlines some of
the research. Drawing mainly on data from the USA, Canada, UK,
Australia and The Netherlands, the research finds clear evidence of
successful agencies adopting a strategic approach to the issues and then
undertaking specific activities in organization design, management
culture, rewards and management characteristics. Identifies a series of
good practices and trends, and organizations can assess their own
current position on a number of dimensions.
New Remuneration Arrangements for Nurses and Midwives
Authors: Brunsdon Nigel , Massey Roy
Published: July 2002

Describes the results of a project carried out at Derby City General
Hospital to introduce new pay and grading arrangements for nurses and
midwives, consistent with their locally developed reward strategy.
Identifies the factors critical to the success of the project, and also
considers the project in the context of research carried out by the Hay
Group in to the characteristics of high performing health‐care
organizations.
Clinical Psychology Postgraduate Training
Authors: Ashcroft Jennifer J. , Turpin Graham
Published: July 2002

NHS targets for training clinical psychologists have not been met. Unless training resources are increased there will continue to be a shortfall in service provision. In order to ascertain those areas where training resources are most needed, a postal questionnaire survey of all British clinical psychology training courses was conducted. There was a 73 per cent response rate. Results showed that major areas of need are: (1) increased recruitment of course staff whose major responsibility is training, rather than an over reliance on clinical psychologists who have major NHS responsibilities; (2) greater representation of specialist areas; some priority services such as work with older adults or people with learning disabilities are under‐represented; and (3) more equitable pay – not all university courses offer salaries on clinical scales.
Outsourcing Therapy Services
Authors: Mark Annabelle
Published: July 2002

Explores the problems and opportunities for professions allied to
medicine (PAMS) in the new NHS internal market. Uses a mechanism from
IT, namely outsourcing, to provide a new organizational model for the
effective delivery of care by this group of professionals who are
marginalized by the new role of the doctor as manager.
Designing a “Healthy” Diploma in Management Studies
Authors: Martin Vivien
Published: July 2002

Describes the range of issues considered in designing a programme of
education and development for NHS managers. The programme took the form
of a certificate and diploma in management studies with a very
work‐based approach using action learning sets and applied theory and
techniques. Briefly discusses the recent history and debates in
management education together with the tensions caused by academic focus
on critical analysis and evaluation and the workplace focus of being
effective and making improvements. This programme attempts to recognize
and build on the strengths of both approaches and also to add some of
the best practice from trainers′ experience of designing personal
development plans. Discusses the emphasis on reflective learning and the
use of research‐based assignments instead of conventional exams.
Concludes with some indications of possible future developments from
this model.
Trade Union Recognition
Authors: Hutchinson Ken
Published: July 2002

An increasing number of organizations are addressing the issue of trade
union recognition, particularly NHS trusts considering introducing local
pay determination. Burnley NHS Trust developed a strategic approach to
the issue, establishing pre‐determined outcomes and measurable criteria
to determine which organizations – if any – would have recognition
extended for the purpose of local pay determination. The staff side case
is examined in detail along with three other options: a staff
association, recognition for some and recognition for none. Four
organizations – representing 95 per cent of the unionized workforce
– accepted recognition, with safeguards for 14 others.
Whose job is it anyway? The doctor/nurse debate
Authors: Hewett‐Silk Barbara
Published: July 2002

The reduction in junior doctors′ hours is a key objective for the
NHS. Reports on the activities of junior doctors during randomly
selected shifts over a four‐month period, in general medicine and
obstetrics and gynaecology in a district general hospital. Raises issues
of job design, stress management, work organization and general issues
of staff training and professional restrictions. Points to the need for
management action with regard to the training of all staff, the way the
service production is organized and the introduction of
multidisciplinary team working.
Investing in people: a management responsibility and a social
obligation?
Authors: Shelton Graham
Published: July 2002

Analyses the proposition in this title by reference to experience
and reflective consideration, both of the motivation of organizations
which are embracing the TQM philosophy and of the essential requirement
to understand and interpret social and industrial contexts.
Motivating staff through teamwork
Authors: Koch Hugh C.H.
Published: July 2002

Outlines four interconnecting factors which are essential to
motivating staff: an understanding of the “psychology of
excellence in teams”; establishing cross‐functional quality
improvement teams; understanding and reviewing processes of care and
service; and the use of data display.
A participative approach to reprofiling – theory and practice
Authors: Gill Philip
Published: July 2002

Discusses the concept of reprofiling. After providing a working
definition, a discussion of the theory that underpins the
“participative” approach shows how it is linked to
established change management ideas. Outlines how the approach is used
in practice.
The impact of the EN conversion programme on the NHS nursing workforce
Authors: Hemsley‐Brown Jane , Humphreys John
Published: July 2002

States that the number of enrolled nurse conversions completed during the last ten years has had a significant impact on the number of registered nurses (RNs) available for employment in the National Health Service (NHS), and the contribution made by the enrolled nurse conversion course programme to the National Health Service workforce may have delayed the impact of the “demographic time bomb” on nursing recruitment. Emphasizes that the winding down of the conversion programme, and a fall in the number of RNs employed in the NHS, combined with a decline in entries to preregistration (initial) training, could signal the beginning of the long‐awaited crisis facing the nursing profession.
Compensation in the year 2000: pay for performance?
Authors: Appelbaum Steven H. , Mackenzie Loring
Published: July 2002

Notes the attempts by many companies today to identify innovative compensation strategies that are directly linked to improving organizational performance. Observes that there are many approaches to incentive compensation such as cash bonuses, stock purchase and profit sharing. Examines the individual and group incentive concepts that reward performance based on predetermined organizational goals and metrics, several behavioural theories that can be associated with reward and compensation, and convergent and divergent views and conclusions from the business community.
Appraising the state of performance appraisal
Authors: Edmonstone John
Published: July 2002

Relates performance appraisal in the National Health Service to performance management and emphasizes the need for integration of diverse management initiatives. Identifies the multiple purposes of appraisal and a number of perennial issues. Outlines rules of thumb for enabling appraisal systems and states that these form the basis for specifying success (and failure) criteria for the design of appraisal systems. Stresses the importance of the context within which appraisal exists.
The challenge of education commissioning ‐ part 2: a more radical change?
Authors: Edmonstone John
Published: July 2002

Second in a series of articles looking at developments within the NHS. Looks at factors such as business process re‐engineering and patient‐focused care. Highlights the features of both and suggests that the latter is a health‐care variant of the former. Examines the educational implications of such developments, suggesting that they will present a major challenge in the next few years.
Counting nurses: interpreting nursing workforce statistics
Authors: Hemsley‐Brown Jane
Published: July 2002

Discusses the interpretation of nursing statistics, the problem of counting how many nurses there are in the workforce, and the need to be aware of how statistics are compiled when presenting numerical data to support arguments relating to nursing and the nursing workforce. Argues that NHS workforce statistics provide considerable evidence for claiming that there is a significant decline in the number of nursing staff doing the work of nursing in the NHS. Explains that although there was an increase in the number of qualified nurses working in the NHS throughout the 1980s (over a ten‐year period the number of qualified nurses increased by 22 per cent), the increase in qualified nursing staff has not compensated for the loss of student learners in the workforce. Emphasizes that during the last three years for which figures are available, however, these gains have been wiped out, and the number of qualified nurses has declined to pre‐Project 2000 levels.
Understanding business processes
Authors: Hindle John
Published: July 2002

Presents a background to process understanding which offers potential benefits to the NHS. Considers the various business processes found in health care organizations, noting that the management of cross‐functional processes is an area in which improvements can be made. Outlines the kind of problems which can result from mismanagement of such processes and the potential benefits of process improvement.
Process improvement and information management
Authors: Hindle John
Published: July 2002

Notes the importance of continuous improvement as a concept to guide management and that this concept requires numerous components to make it work. Picks out the role of information management as a key area, citing factors such as the creation of an “information culture” as being of major importance. Looks at the path followed by some Trusts in pursuit of this “information culture” wherein staff gained an improved insight into the use of information as a management tool.
Successful implementation of process review in ophthalmology services
Authors: Crass Melanie , Munro Martin
Published: July 2002

Explains that considerable recent publicity has been given to the claim that around 70 per cent of business process re‐engineering exercises are unsuccessful, mainly because of failure to take human factors into account. Outlines the work undertaken in a single specialist surgical service, within an acute services National Health Service Trust, and the outcomes achieved. Suggests that there are points arising from the project to be learned both by the Trust and by other health‐care employers contemplating similar exercises: in particular, deciding objectives; the preparation undertaken prior to the project; and detailed post‐implementation benefit analysis.