bluuebunny/crossref_metadata_2025 huggingface dataset:
Licensing, quality of care and the surveillance process
Authors: Fleishman Rachel , Walk Dror , Mizrahi Gad
Published: July 2002

As part of the evaluation of an experimental programme of surveillance of institutions for the semi‐independent and frail elderly using the RAF method, an examination was made of the licensing status, quality of care, and completeness of the surveillance process. Included in the examination were 126 institutions which underwent the surveillance process between 1990 and 1993. Aims to investigate whether the RAF method of surveillance was being implemented in a professional and uniform manner. Concludes that surveyors’ recommendations to grant or not grant a licence were usually based on findings about the quality of care. Nevertheless, in order to reinforce the relationship between licensing and quality of care, it was suggested that surveyors be given clear criteria of quality on which to base their recommendations regarding conditional licensing. It was found that the surveillance process is indeed implemented uniformly in long‐term care institutions of varying quality.
Don’t throw out the customer
Authors: Deffenbaugh John L.
Published: July 2002

Addresses the severe criticism by the Health Service Commissioner of NHS trusts for their handling of patient complaints, particularly the attitude of managers and the new NHS trust culture, which emphasized that patients should be considered as more than just customers. Argues that the word “customer” should not be thrown out because managers are uncomfortable with it; takes the view that, while they may have tried to adopt the term, they have failed to appreciate its meaning. Makes a comparison between customer and consumer and presents a case for regarding patients as customers. Concludes that lessons can be learned from private business in developing the provider‐customer relationship and that attitude and behaviour changes can be brought about by a long‐term cultural change programme.
Reviewing the value of clinical audit: is now the time for a change?
Authors: Lester Howard R.
Published: July 2002

Many different activities have been defined for the effective use of clinical audit. Proposes a method of linking the practice and outcome of audit with the Trust business people, setting out criteria methodology and background following a two‐year research study.
Measuring technical efficiency of output quality in intensive care units
Authors: Puig Junoy Jaume
Published: July 2002

Presents some examples of the implications derived from imposing the objective of maximizing social welfare, subject to limited resources, on ethical care patients management in respect of quality performance of health services. Conventional knowledge of health economics points out that critically ill patients are responsible for increased use of technological resources and that they receive a high proportion of health care resources. Attempts to answer, from the point of view of microeconomics, the question: how do we measure comparative efficiency in the management of intensive care units? Analyses this question through data from an international empirical study using micro‐economic measures of productive efficiency in public services (data envelopment analysis). Results show a 28.8 per cent level of technical inefficiency processing data from 25 intensive care units in the USA.
Managing hospitals in dynamic environments
Authors: Godiwalla Yezdi H. , Batra Harish C. , Johnston James A. , Godiwalla Shirley Y.
Published: July 2002

Hospital environments have changed dramatically over the past two decades. Hospitals now have to contend with the dynamics of regulation, market forces, and quality and cost‐conscious environments. The strategies proposed here emulate the changes pursued by much of US industry. Provides a framework for analysing hospital environments. Applies Deming’s total quality management concepts to hospitals. Also suggests strategies to deal effectively with different types of hospital environments.
Process analysis in general practice ‐ a new perspective?
Authors: Boaden Ruth J. , Zolkiewski Judy M.
Published: July 2002

This paper reports the initial findings from a study of the application of process analysis into a general practice. It discusses the issues surrounding the relationships between clinical and managerial tasks. A new model of primary care is proposed which takes into account management issues and separates out non‐patient contact activities. Evidence is presented and conclusions are drawn about front/back office activities, general practice as a small business, patient care and suggestions are made for future work.
Quality and cost impacts: prevention of post‐operative clean wound infections
Authors: Lapsley Helen M. , Vogels Rosina
Published: July 2002

This paper report the effectiveness of a nursing quality assurance program over three years, which demonstrates improvement in the incidence and severity of post‐operative clean wound infections and the associated extended length of hospital stay and cost. General surgery categories included cardiovascular, orthopaedic, neurosurgery, kidney, abdominal, mammary and other. Cardiovascular categories included coronary artery bypass graft (CABG), heart transplant, and atrial valve replacement. Hip replacement and total knee replacement procedures were included in the orthopaedic category. Additional length of stay and concomitant hospital costs were calculated. Results show that early reporting of observations and implementation of appropriate treatment will decrease the incidence, severity and associated costs of post‐operative clean wound infections.
Survival during and after hospitalization: a medical record linkage
Authors: Svartbo Boo , Olov Bygren Lars , Gunnarsson Thomas , Steen Lars , Ribe Martin
Published: July 2002

In Sweden, hospital stays, deaths, sick‐ listings and censuses have long been stored on electronic media. The purpose of the study was to apply post‐hospital survival measures to hospitals having differing degrees of specialization by linking existing data in censuses and in‐patient registers. In‐patient records totaling 3.6 million were collected. They were linked to the 1985 and 1990 censuses regarding patients’ background data, and the national insurance register. Results found that the survival was longer and the return to work quicker when hospitals were well staffed, had competent personnel and many specialties. In general, small hospitals were worse off in all aspects. Concludes that small hospitals should be given better support.
Improving performance through self‐assessment
Authors: Pitt David J.
Published: July 2002

Wakefield and Pontefract Community Health NHS Trust uses the European Business Excellence Model self‐assessment for continuous improvement. An outline of the key aspects of the model, an approach to TQM, is presented. This article sets out the context that led to the adoption of the model in the Trust and describes the approach that has been taken to completing self‐assessments. Use of the model to secure continuous improvement is reviewed against Bhopal and Thomson’s Audit Cycle and consideration is given to lessons learned. The article concludes with a discussion on applicability of the model to health care organisations. It is concluded that, after an initial learning curve, the model has facilitated integration of a range of quality initiatives, and progress with continuous improvement. Critical to this was the linking of self‐assessment to business planning and performance management systems.
Clinical governance: culture, leadership and power – the key to changing attitudes and behaviours in trusts
Authors: Hackett Mark , Lilford Richard , Jordan Joe
Published: July 2002

The new NHS White Paper (DoH, 1997) provides for a new legal duty of quality for chief executives in Trusts. Clinical governance is seen as a central tenant of this legal duty which is designed to raise clinical quality to the same level of importance as corporate governance.
An investigation of expectations and perceptions of health‐care services with a Latino population
Authors: McGorry Susan Y.
Published: July 2002

In attempts to improve the quality of health‐care services in the USA, health‐care providers must be aware of and understand the socioeconomic characteristics and cultural values of minority populations in order to better serve these patients. This study focuses on the Puerto Rican population and issues of quality in the delivery of health‐care services.
How long do things last?
Authors: Akin Gib
Published: July 2002

Just what is the “self”, the core identity of an organization whose longevity we might want to study? What is it that persists, that has the longevity we are trying to explain? This essay is a reflection on the answers to these questions.
Critical complexities: From marginal paradigms to learning networks
Authors: Magala Slawomir
Published: July 2002

The concepts of critical theory and complexity merit criticism. Growth of knowledge merits paradigmatic sacrifices. The erosion of orthodox establishments and an on‐going re‐structuring of research communities make the sciences of management susceptible to the influences of critical social scientists. A change of paradigms ceased to be a threatening emergency so vividly evoked by Kuhn. The new complex world of overlapping research networks is less hierarchic, more mobile, and not easily centralized. In boundary‐less correlations all critical research paradigms are subjected to a networking and re‐networking at all times. Postmodernist anarchism (“anything goes”) is presently giving rise to the theories of organisational learning. The latter express a methodological compromise with respect to the paradigms and a political compromise with respect to the governance structures. The underlying tensions motivate an ongoing search for a sustainable compromise between a critical thrust of research and a managerial need for governance, accountability and control.
“I’m just me”
Authors: Young Ann P.
Published: July 2002

An important component of managers’ behaviour is their perceptions of power. Suggests that an examination of managerial resistance might be one way in which questions relating to managers’ behaviour can be answered, particularly during periods of imposed organizational change. By applying the concept of ideology to both organizational and psychological structures, a comprehensive theory of managerial resistance is proposed that provides an integrated explanation of what, how and why managers resist. Tests this theory empirically by using individualism to examine the content of a number of interviews with middle managers. From the results, it appears that the development of such a framework is possible but it will need to be tested against the other ideologies of importance to the managers, managerialism, professionalism and gender. The complex interrelationships, both synergies and conflicts, between these will need to be explored in developing this theory further.
Emergence as a process of self‐organizing ‐ New assumptions and insights from the study of non‐linear dynamic systems
Authors: Bergmann Lichtenstein Benyamin M.
Published: July 2002

Complexity researchers have identified four basic assumptions underlying non‐linear dynamic systems (NDS): the assumption that change is a constant; the assumption that emergent systems are not reducible to their parts; the assumption of mutual dependence; and the assumption that complex systems behave in non‐proportional ways. In this paper I use these new assumptions as a basis for explaining why order emerges in organizations, and for uncovering a three‐stage process model of complex adaptive systems change (CASC). The insights from these NDS models are revealed through examples from two entrepreneurial firms undergoing transformative shifts in their development. These assumptions of NDS and the model of CASC may therefore be useful for understanding order creation and self‐organizing processes in work groups, project ventures, and organizations.
Emergence of virtual or network organizations: fad or feature
Authors: Black Janice A. , Edwards Sandra
Published: July 2002

The information age has highlighted the complex nature of our organizing systems. Complex systems move between ordered and disordered states. Ordered states condense near attractor points which include bifurcation points where order is redefined for the system. Such points have occurred repeatedly in our economy over the past decade, causing an unpredictable environment. As our economy moves from a stable state, a different set of organizing rules is needed. When this new set of organizing rules are overlaid with the conditions and processes facilitated by the use of advanced communication and computing technology, we find that virtual or network organizations are an emerging logical form for organizing.
Self‐managed Work Teams: TQM Technology at the Employee Level
Authors: Sexton Carol
Published: July 2002

Provides theoretical background for examining the development of
self‐managed work teams as a total quality management (TQM) intervention
at the employee level. Briefly summarizes the current knowledge
regarding self‐managed work teams within the context of sociotechnical
system design. Discusses the origins of the self‐managed work team,
design features, conditions for successful implementation, and barriers
to effectiveness. Presents one organization′s experience with
self‐managed work teams to demonstrate the fundamental nature of the
change required in implementing this TQM strategy.
Build in Sustainable Development and They Will Come: A Vegetable Field
of Dreams
Authors: Dyck Bruno
Published: July 2002

Describes three approaches to incorporating sustainable development into
the agri‐food system. Presents the argument that long‐term sustainable
development demands trans‐formational change, whereas stop‐gap
sustainable development measures can be introduced on an add‐on
piecemeal basis. Rooted in strategic choice theory and the punctuated
equilibrium paradigm, focuses on how ideology influences organizational
design, and compares the current agri‐food system with Community Shared
Agriculture (CSA) and the Seikatsu Club. The current agri‐food system
protects the environment by regulating the use of
environmentally‐unfriendly agricultural practices and chemicals. The
Seikatsu Club provides economic incentives for farmers to emphasize
sound ecology. CSA values ecological and economic concerns equally, with
an additional emphasis on social justice. Discusses implications for
future study of changes that incorporate sustainable development.
A Different Way of Making a Difference: Learning through Feelings
Authors: Jean Ramsey V.
Published: July 2002

Tells the personal story of one individual′s journey in trying to
understand how she is situated in the world relative to others, what she
has absorbed (often unconsciously) about those who are different from
her in some societally defined way, and how her Whiteness has both
framed and limited how she sees, thinks about and acts towards herself
and others. Recounts some experiences as a White faculty member in a
predominantly Black university, relates some of what has been learned
from them, and how this learning has contributed to a significant
reshaping of thought, concerning teaching and learning, and thus how she
thinks about “making a difference”
Gender, voice, electronic communication and postmodern values
Authors: Gillespie Janet , Meyer Gordon
Published: July 2002

Living and living with the postmodern values of diversity,
flexibility, voice, humanness, inspirational leadership, shared power,
and global sensitivity can result in very different outcomes for
organizational members. Discusses these potentially contradictory
out‐comes. Presents the authors′ personal accounts and reactions to the
postmodern production technologies which were used in the development of
the article and the lingering questions which have resulted from this
process. Implications of greater reliance on technology for diversity
and voice are discussed.
From theory to practice: research territory, processes and structure at an organizational learning centre
Authors: Roth George L. , Senge Peter M.
Published: July 2002

By definition, all organizations that survive as their environment evolves are learning, at least to some degree, but proposes that the learning capabilities of most organizations are extremely limited, especially when learning requires that diverse constituencies build shared understanding of dynamically complex business environments. As such, learning capabilities become increasingly needed, and those organizations which possess them will have unique advantages. Discovering how organizations might develop such learning capabilities represents a unique opportunity for partnership between researchers and practitioners. Suggests that to do this will require consensus about the research territory, research methods and goals, and how meaningful field projects can be designed and conducted.
Qualitative research and reflexive faculty change potentials
Authors: Payne Stephen L.
Published: July 2002

Often associated with early stages of individual and organizational change is exploration of basic premisses or assumptions held by individuals. Management faculty could benefit from an increased awareness of epistemological and values assumptions that they and others are applying in their educational planning and classroom instructional choices. Multiparadigmatic qualitative research on the evolving field of management education itself might allow better understanding of these deeper, partially taken‐for‐ granted and important faculty assumptions. One potentially useful multiparadigmatic approach for qualitative research might include aspects of interpretive, critical and post‐structural/postmodern social inquiry. Results from such basic research, through publication in some forum or outlet in the management discipline, could be applied for reference and unfreezing purposes in faculty development/ change programmes at individual business colleges or management departments.
Maintaining Yoshino’s traditional hierarchy: the roles of gender and race in Japanese transplant management
Authors: Clark Sara
Published: July 2002

Examines one particular sector of a Japanese affiliate based in the USA, namely female Japanese local hires. Uses the format of an ethnographic diary, with examples from the experiences of a female American local hire. Shows how gender, race and language affect the dynamics of daily communication between male Japanese expatriate managers and their subordinate staff. From the perspective of a participant‐observer at Yoshino Corp., uses examples from the day‐to‐day office environment to demonstrate how managers and staff relate to each other. Elements of this daily communication reinforce a hierarchy and power structure which keeps Japanese women from positions of authority and control. Explains how culturally dominant attitudes of Japanese expatriates towards non‐Asians can play a significant role in managerial decision making.
Managing changes in globalizing business: how to manage cross‐cultural business partners
Authors: Graen George , Hui Chun
Published: July 2002

Asian management systems, led by the so‐called lean production system invented by Toyota and refined by Japanese companies are being transplanted to North America with mixed success. A necessary but not sufficient condition for a successful transplant across vastly different cultures, such as from east to west, is the development over time of a third culture which is compatible with both of the original cultures, but transcends them to produce a unique venture culture. Discusses how business partnerships can begin to build such third cultures.
Behavioral integrity as a critical ingredient for transformational leadership
Authors: Simons Tony L.
Published: July 2002

Behavioral integrity is the perceived fit between espoused and enacted values. We propose that the maintenance of behavioral integrity is a highly problematic and consequential element of the successful management of change. Support for this view is drawn from the literatures on management fads, transformational leadership, trust and source credibility. Practical implications are developed.
Linking community and spirit: a commentary and some propositions
Authors: Waddock Sandra A.
Published: July 2002

This paper argues that community is a necessary element of spirituality. Community is based on connectedness and a healthy interdependence. Using Wilber’s integrative framework, I argue for three propositions linking community and spirituality: people need to belong to communities where they can make meaningful contributions building a better world; organizational prosperity and survival depend on building in structures and relationships that permit people to make meaningful contributions and fulfill the fundamentally spiritual need for community; and we need collaboration as much as competition to survive as the interconnectedness of the world grows more apparent.
Solder paste reflow modeling
Authors: Mannan S.H.
Published: July 2002

Solder paste printing and reflow are well established processes for producing solder joints in electronic assemblies. Solder paste consists of a dense suspension of solder particles in a liquid medium (vehicle) that acts as an oxide reducing agent (flux) during reflow, cleaning the metal surfaces of oxides. This paper reports on attempts to model the physical and chemical processes occurring during solder paste reflow using computational fluid dynamics (CRD). Axisymmetric, 2 dimensional and 3‐dimensional models are described, and a method of reproducing oxide‐like behaviour in these models in introduced.
Analysis on solder ball shear testing conditions with a simple computational model
Authors: Ricky Lee S.W. , Huang Xingjia
Published: July 2002

This paper introduces a simple computational model for the analysis on the solder ball shear testing conditions. Both two‐dimensional (2‐D) and three‐dimensional (3‐D) finite element models are used to investigate the effect of shear ram speed on the solder ball shear strength of plastic ball grid array (PBGA) packages. An effective thickness is identified for the 2‐D finite element analysis. By using this effective thickness as a scale factor, it is shown that the 2D model is feasible for the study of 3‐D problems. The computational model is validated by experimental data in terms of load‐displacement curves. The results from both testing and modeling indicate that the shear ram speed has a substantial effect on the solder ball shear strength. In general, faster ram speed can result in higher ball shear strength. Therefore, the characterization of solder ball shear strength is loading rate‐dependent.
The impact of ISO 9000 and TQM on best practice/performance
Authors: Prabhu Vas , Appleby Alex , Yarrow David , Mitchell Ed
Published: July 2002

Companies, irrespective of size or sector, often use ISO 9000 and TQM as a route to world class status. The aim of this paper is to show if this has had any impact on or contributed to raising their competitiveness. This paper gives brief details of a large‐scale UK benchmarking study on the adoption of best practice which provides the data for this research. Then the distinguishing features of some best practices and performance within both ISO and non‐ISO companies are presented for the manufacturing sector. The significance of any correlations between practice and performance are also put forward for further consideration. Finally, the lessons to be learnt from this empirical evidence are drawn out.
The readiness of selected South African organisations to mass customise
Authors: Radder Laetitia , Louw Lynette
Published: July 2002

Total quality management resulting from the quest for total customer satisfaction implies giving every customer a product tailored specifically to their needs at a price comparable to that of mass produced products. Mass customisation offers several benefits, but are organisations ready for the paradigm shift? Three sets of factors that are indicative of the move from mass production to mass customisation were tested empirically in selected South African organisations, namely: industry, competitive and environmental considerations; products/services and structural arrangements; and organisational orientation. If the organisation is ready to make the paradigm shift, it still needs to determine the kind of customisation required to create unique customer value within the limits of its capabilities and orientation.
A study of the influence of company culture, communications and employee attitudes on the use of 5Ss for environmental management at Cooke Brothers Ltd
Authors: O’hEocha Mary
Published: July 2002

In a manufacturing environment, the 5Ss in practice can result in considerable improvements in environmental performance in parallel with improved housekeeping and health and safety. The 5Ss in theory are a set of straightforward steps to continual improvement. In practice implementation of the 5Ss is influenced by human factors and resource limitations that can interfere with the effectiveness of the technique. Effective implementation of the 5Ss depends on top level commitment and total involvement of staff at all levels within a firm. Likewise, environmental management that results in real improvement depends upon commitment at the top and involvement and commitment of employees from all levels and functions of the business, in improvement actions. This paper explores the practical use of the 5Ss for environmental, housekeeping and health and safety improvement purposes at Cooke Brothers Ltd. The factors that act as barriers to the implementation of the 5Ss, possible solutions and the benefits to the firm through observed and measured improvements in environmental performance are identified.
A conceptual framework for deployment of strategy‐related continuous improvements
Authors: Carpinetti Luiz C.R. , Gerólamo Mateus C. , Dorta Marcelo
Published: July 2002

This paper presents a conceptual framework for managing the process of systematically deriving improvement actions from customer expectations and strategic decisions through business processes, and prioritising improvement actions that will most contribute to strategic objectives. It proposes the use of management practices and concepts such as business process mapping, performance measurement and benchmarking. After some introductory theoretical background, the proposed framework and a set of steps to guide the implementation of such an approach are presented and detailed. Finally, a case study is presented to illustrate the validity of such an approach and some considerations are made based on the potential benefits and limitations of this proposal.
Quality training: findings from a European survey
Authors: Mathews Brian P. , Ueno Akiko , Lopez Periera Zulema , Silva Graca , Kekal Tauno , Repka Mikko
Published: July 2002

Quality management is an essential part of an organisation’s competitive strategy. The training that underpins quality management determines the likely effectiveness of the quality initiatives undertaken. This article details the findings of a questionnaire survey into the training provided to support quality management. A total of 450 responses are analysed. Findings from the UK, Portugal and Finland are compared to identify differences in national practice. Training provision is definitely focused at quality staff, but even with this group training in many of the traditional quality tools is denied to one third. The area in which training is given consistently concerns awareness, systems and standards. This confirms that much of the emphasis within the sample base is on working to a quality system rather than necessarily embracing the message of quality. Training methods tend to be traditional, with little impact evident of the hi‐tech revolution. Nevertheless, there is a spread of approaches considered effective with no single approach dominating the field. While external short courses rank top in all areas, the incidence is never in excess of one‐third.
Critical success factors for the successful implementation of six sigma projects in organisations
Authors: Banuelas Coronado Ricardo , Antony Jiju
Published: July 2002

Six sigma is a popular approach to drive out variability from processes using powerful statistical tools and techniques. Although originally introduced by Motorola in 1986 as a quality performance measurement, six sigma has evolved into a statistically oriented approach to process and product quality improvement. Many organisations have reported significant benefits as a result of six sigma project implementation, though not all are yet success stories. This paper reviews the literature related to the critical success factors for the effective implementation of six sigma projects in organisations.
When change is no longer enough: what do we mean by “transformation” in organizational change work?
Authors: Tosey Paul , Robinson Graham
Published: July 2002

The term “transformation” is much used in the practice and literature of management and organizations. We are curious as to why there has been little challenge to or questioning of usage of the term. In this paper we identify a number of dimensions on which usage of ‘transformation’ appears to vary. This results in a tentative classification into a matrix of four types. While these clusters overlap they imply a variety of agendas, expectations and modes of working, with widely differing implications for those involved in associated change processes. The aim of the article is to stimulate debate about the idea of transformation, not to attempt to define what transformation “is”. Thus we treat this variety of usage as interesting and potentially significant, not as a problem or as an inadequacy of terminology that has to be resolved.
A comparative study of 16 national quality awards
Authors: Tan Kay C.
Published: July 2002

With the success of the Deming Prize, the Malcolm Baldrige National Quality Award, and the European Quality Award, many other countries have developed or are in the midst of developing their own quality award programs. This article provides background information on 16 national quality awards (NQAs) and discusses the similarities and differences among them. Key strengths of each award are also highlighted. Recommendations for developing an NQA are provided based on the findings.
The Implementation of Total Quality Management in Small and Medium‐sized
Manufacturing Companies
Authors: Goh P.L. , Ridgway K.
Published: July 2002

Presents the results of a study which examines the implementation of
Total Quality Management in small and medium‐sized manufacturing
companies. The study is based on personal, structured interviews with
the senior manager responsible for quality in 30 manufacturing companies
in the Sheffield area. Identifies five major components of TQM and
assesses the performance of the companies relative to these components.
Examines the attitudes and perception of TQM within the companies and
makes recommendations for further research work.
Taming the Paper Tiger
Authors: Bridge Martin
Published: July 2002

The control of documentation in large multi‐site operations brings many
problems. One company addressed these by reviewing the nature of
documentation and then transferring the bulk of the paper work to a
network computer system. The transfer took two years and resulted in
improvements in control, access and awareness of the quality system.
Total Quality with Teeth
Authors: Willmott Peter
Published: July 2002

The benefits of total productive maintenance (TPM) are quantifiable as a
direct contributor to improved bottom‐line performance. Describes the
procedures for implementing TPM. Overall TPM aims to result in equipment
that is easy to operate flawlessly, requires minimum maintenance effort
and is capable of reliable, low‐cost, high‐quality operation. TPM is a
practical application of total quality and empowerment of the workforce.
It is an indispensable contribution to lean production through
just‐in‐time manufacturing and is an essential pillar to those seeking
world‐class manufacturing status.
Where Is the Academic Now?
Authors: Dunn Peter
Published: July 2002

Quality assurance and associated activities play an increasingly
important role in industry today. Aims to remind the academic of the
need to understand fully and consider industrial sectors which operate
in environments where computers and paper have no part to play.
How to Implement Management by Objectives in the Workplace
Authors: Ingham Terry
Published: July 2002

Describes a Swedish method of management by objectives
(resultkontrakting, or contracting for results). The group involved
completes a contract for improvement; they then agree who the
stakeholders are and what demands they have. The group has to take
responsibility for their action plan by having to negotiate their plans
for change with management.
Leadership in TQM Implementation
Authors: Zairi Mohamed
Published: July 2002

Reviews the literature on leadership and management in the context of
TQM. Discusses an American study which identifies key strengths and
areas of improvement. Determines the role of senior managers in TQM
implementation, with reference to case studies of several companies
which have won the Malcolm Baldrige National Quality Award. Defines key
ingredients for effective quality leadership.
Principals and quality performance: getting in the back door
Authors: Weller L. David
Published: July 2002

Reforming and restructuring education through Deming’s 14 points
have proved successful in yielding quality outcomes. However, many newly
proposed programmes take the traditional, unimaginative approach to
implementation – orientation sessions and workshops. These
approaches often promote failure before programmes are implemented. This
successful, practical approach to quality implementation lacks fanfare
but creates wide interest in TQM. In a grass‐roots approach, principals
begin slowly to create interest in quality by providing readings,
chairing discussion groups, and identifying interested teachers to solve
classroom problems using the TQM process. Capitalizing on self‐interest
and success, quality teams form, support networks develop and successful
outcomes spread as more and more teachers gradually embrace the quality
principles.
The fifth era
Authors: Kaye Michael M. , Dyason Marilyn D.
Published: July 2002

This research is mainly concerned with the reasons why many
organizations remain rooted in the early quality eras and what prevents
them from making the transition to the era of strategic quality
management. The study examined the characteristics of 13 organizations
at various stages of their quality initiatives. Interviews were
conducted on a face‐to‐face basis using a semi‐structured questionnaire
in order to obtain an in‐depth picture of each organization. The results
enabled organizational profiles to be constructed, identifying in
particular the key characteristics of those organizations which had
successfully integrated their quality initiative into organization
strategy. These findings provide useful learning for those organizations
wishing to progress their quality initiatives.
Designing quality partnerships
Authors: Rounthwaite Tony , Shell Ian
Published: July 2002

Argues that the theory of TQM can be extended into an
interorganizational perspective. Based on research aimed at establishing
the extent to which TQM and “partnership” working can be
used in conjunction to achieve collaborative advantage. Defines the
objective and describes the design process used in pursuing the
objective. Relates the design process to the extended gaps model of the
service quality.
Performance measurement as an obstacle to TQM
Authors: Sinclair David , Zairi Mohamed
Published: July 2002

Describes the results of a survey which shows that there is a gap
between managers’ understanding of the importance of using performance
measures, and the actual performance measures used. Argues that an
inappropriate performance measurement could be a major cause of failure
in the implementation of total quality management.
The shoulders of giants
Authors: Duffin Murray
Published: July 2002

Suggests a list of TQ “giants”, with some notable
exceptions (Deming, Taylor), and concludes that Joseph Juran was
pre‐eminent among them.
Benchmarking: a process‐driven tool for quality improvement
Authors: Zairi Mohamed , Hutton Rob
Published: July 2002

Suggests that successful TQM initiatives are frequently spurred by
“stretch” goals created by benchmarking an organization’s
performance and practices with others. Differentiates results and
process‐driven benchmarking. Explains how TQM and benchmarking link with
the philosophy of continuous improvement
School restructuring and downsizing: using TQM to promote cost
effectiveness
Authors: Weller L. David
Published: July 2002

Examines an alternative to downsizing in the restructuring of
organizations. Suggests that the restructuring and downsizing of staff
often result from economic inefficiency. They are used to make immediate
financial savings and to keep floundering organizations solvent. Such
practices seldom produce sustained results. New financial difficulties
soon arise because the root of the problem is not addressed – poor
management practices.
Natural work groups
Authors: Williams Paul
Published: July 2002

Explains how the collection and subsequent analysis of information
on the personal interactions within an organization, and the
identification of natural work groups, can provide a powerful diagnostic
tool to evaluate the organizational health of a company, measuring
internal customer/supplier relationships, the degree of cross‐functional
working, the level of teamwork, and the dominant management style.
Competition: what does it mean?
Authors: Zairi Mohamed
Published: July 2002

Examines a modern approach to competitiveness and describes current phenomena which have altered the principles which underlie competitive success. Discusses the meaning and implications of several key competitive principles including market‐driven strategies, time‐based competition, global competition, competition based on core competences and learning. Emphasizes the significant role of benchmarking and presents a model that positions benchmarking as a strategic tool for modern competitiveness.
Social responsibility is free?
Authors: Peters John
Published: July 2002

Features responses to a piece by the Editor on the “Ethics of capitalism”. Views include the point that irresponsibility is not a characteristic of capitalism although it is a characteristic of some people. Also notes some of the moves being made to promote more responsible behaviour from companies, suggesting that TQM principles apply strongly to this debate.
Sustaining TQM: a case study at Aeroquip Iberica
Authors: Kemp Axel , Pryor Stan , Dale Barrie
Published: July 2002

Outlines the key findings of applying the UMIST Total Quality Management Sustaining Audit Tool at Aeroquip Iberica. Presents findings using the five‐part category classification of internal/external environment, management style, policies, organization structure and the process of change. Concludes that there are only a small number of issues which have a negative impact on sustaining TQM. The management team at Iberica clearly understood what is involved in a process of improvement and is taking considerable strides not only to ensure that the fundamental elements of TQM are in place but to pick up the pace of improvement. Much of the positive environment in the plant is due to the management style of the director‐general.
The fallacy of universal best practices
Authors: Harrington H. James
Published: July 2002

Argues that winners of the Malcolm Baldrige National Quality Award, the Deming Prize, and the European Quality Award are held up as models of how organizations should be managed. Unfortunately, what may be good for them can be disastrous for your organization. Bases this report on one of the world’s largest international management practice’s database and provides statistically sound conclusions that can change the way you think about best practices, benchmarking, and the way you are managing your organization’s improvement efforts.
Nice guys finish first: how ‐ and why ‐ to apply TQ disciplines to social responsibility issues
Authors: Peters John
Published: July 2002

Describes some of the shortcomings of the traditional approaches to business ethics in organizations, posing the question “Can capitalism co‐exist with social concern?” Discusses social responsibility as successful business practice, rather than nice‐to‐do irrelevance in business. Outlines how quality assurance disciplines can readily apply to organizational efforts in social responsibility. Concludes with a ten‐point checklist, “the ten Cs of concerned capitalism” for people in organizations to consider and apply.
Improving business performance through developing a corporate culture
Authors: Irani Zahir , Sharp John M. , Kagioglou Mike
Published: July 2002

In today’s competitive environment, global competition has forced many companies to seek ways in which to improve their manufacturing performance. Describes a case study of a small/medium subcontract jobbing shop situated in the industrial heart of North West England, and explains how, despite considerable setbacks and hardship, the company managed to develop, integrate and sustain a number of key enablers into their corporate culture. Describes the organizational culture within which an approach to leadership, continuous improvement, innovation and employee development has allowed the entire workforce to continue their quest for total quality. Concludes by describing how these key enablers have considerably improved the organization’s performance and contributed towards its success and growth, resulting in a positive proactive culture based on best practices.
Branded
Authors: Peters John
Published: July 2002

Considers the importance of brand names. Looks at Manchester United as a club which has built a brand and notes the merchandising director’s comments that the logo and control of its usage are vital to the interests of the club. Suggests all companies should consider their brand image and take responsibility for any necessary adjustments and ensure the reality matches the image.
Quality as a source of empowerment
Authors: Kondo Yoshio
Published: July 2002

Among the three important managerial indicators, quality, cost and productivity, the human history of quality is far more long‐standing and quality is the only item of common concern to both manufacturer and customer: quality is a more “human” concept than either cost or productivity. Senior managers’ appeals to improve quality are more easily accepted and difficult to refuse than calls to cut cost or improve productivity. Quality is a powerful source of employees’ empowerment. A company’s basic business philosophy is of fundamental importance to make itself attractive to its employees and customers, as well as its shareholders, and to continue to develop healthily instead of merely pursuing profit. Because of the nature of this quality, it is extremely important to talk to everyone in the company about their basic philosophy regarding quality and the quality management activities to ensure that quality. Strong sense of responsibility of employees is indispensable to achieve the work aims, and the following two conditions must be fulfilled: the aims of the work must be clearly stated; and the people must be given as great a degree of freedom as possible in the means and methods by which they can achieve the aims. Also outlines the steps leading to creativity.
Total quality management adoption: revisiting the levels
Authors: Dale B.G. , Lascelles D.M.
Published: July 2002

Describes six levels of TQM adoption (or lack of it) which are termed uncommitted, drifters, tool pushers, improvers, award winners and world‐class. The levels are not necessarily the stages which organizations pass on their TQM journey, rather they are characteristics and behaviour which organizations display in relation to TQM at one point in time. Finds that the levels can be used as a positioning model to aid organizations in identifying their weaknesses and help them in taking the next steps forward in the continual challenge of continuous improvement. The characteristics underpinning the six levels are also helpful in highlighting different perceptions of progress at different levels of the organization, with respect to continuous improvement. Argues that the characteristics of the more advanced adoptions should provide the requisite inspiration to those less advanced to highlight the type of issues to which attention needs to be given.
Good luck and bad luck ‐ a personal story
Authors: Peters John
Published: July 2002

Looks at the concept of luck, featuring illustrative stories ‐ one of which relates to personal experience. Suggests that we need to learn from good and bad experiences and not merely dismiss them as matters of luck. Underlines the need for discipline and attention to quality systems in business.
The use of quality tools and techniques in product introduction: an assessment methodology
Authors: Spring M. , McQuater R. , Swift K. , Dale B. , Booker J.
Published: July 2002

Based on fieldwork carried out on two Engineering and Physical Sciences Research Council‐funded projects in the area of design, the paper presents the details of an assessment approach which has been developed to assess the use and application of quality tools and techniques in the new product design and development process. Its use will help management recognise the symptoms, root causes, issues and problems that are adversely affecting NPDD, with respect to application (or lack of it) of quality tools and techniques.
Performance improvement: the rise and fall of reengineering
Authors: Harrington H. James
Published: July 2002

Suggests that organizational improvement methodologies have a life cycle. This takes them through the stages of being the “in” thing to do, then into a decline because they are no longer exciting or have failed to produce results. Ultimately they are left being pursued by only a few committed individuals before the arrival of a champion to revive the approach with a new twist. Notes that process reengineering is now falling out of favor and looks at the reasons for its rapid rise and failure. Suggests factors such as its negative impact on the organization which was not clearly defined and the project cycle time which was too long. Concludes that the approach still has a role to play.
A method of including material variation in capability studies
Authors: Foguth Robert C. , Motwani Jaideep
Published: July 2002

Process capability studies are of great use to the quality practitioner, but quite often, processes with excellent capability indices have a high percentage of nonconformance. One of the major reasons for this is that the studies do not take the variation in the raw materials into account. For this study, we propose a method that allows for variations in material properties to be considered as a part of the capability study. Unlike long‐term capability studies, this method requires only a short period of time. This method has been successfully applied to an injection molding process at Cascade Engineering, Inc. in Grand Rapids, Michigan.
Performance evaluation of ISO 9000 registered companies in Taiwan
Authors: Jeng Yann‐Chyn
Published: July 2002

This research evaluates the performance of the organizations in Taiwan that have been recognized as ISO 9000 series registered companies. Using discriminant analysis methodology, we attempt to determine if the implementation efforts toward quality have improved the performance. Cross‐sectional survey methodology is employed. Thus, through a well‐developed questionnaire design, six major dimensions with a total of 40 key elements regarding performance found in TQM literature are examined. As a result, we find about 70 per cent of the companies that have achieved ISO 9000 approval are performing in line with how they were originally assessed.