bluuebunny/crossref_metadata_2025_split huggingface dataset:
Probing the proton‐transfer coordinate of complexes with FH…P hydrogen bonds using one‐ and two‐bond spin–spin coupling constants
Authors: Del Bene Janet E. , Elguero José 
Published: July 2007

AbstractScalar coupling constants have been computed using the EOM‐CCSD method for equilibrium structures of complexes stabilized by FH…P hydrogen bonds, as well as structures along the proton‐transfer coordinates of these complexes. Variations in the signs and absolute values of 1J(FH), 1hJ(HP) and 2hJ(FP) have been analyzed and interpreted in terms of changing hydrogen bond type. Of the three phosphorus bases (phosphine, trimethylphosphine and phosphinine) investigated in this study, trimethylphosphine forms the strongest complex with FH, and has the largest two‐bond FP coupling constant. Among the relatively simple phosphorus bases, it would appear to be a leading candidate for experimental NMR study. Similarities and differences are noted between the corresponding coupling constants (J) and the reduced coupling constants (K) across FH…P and FH…N hydrogen bonds. Copyright © 2007 John Wiley & Sons, Ltd.
Teaching managers to support quality‐improvement efforts
Authors: Leddick Susan 
Published: July 2007

AbstractJack was confused. He had been as enthusiastic about the new quality‐improvement program that his company was beginning as anybody. He had contributed to the project that his team selected during the training session, and had even made working on it a priority. He could see many applications in the department he supervised for the problem‐solving and statistical techniques he learned in the training and said so during the evaluation session. But that was a couple of months ago. Since then his boss, the section vice president, had never asked him one word about quality improvement in the department. When Jack tried to tell the boss about the three department project teams he had established, be got a polite smile, a nod, and a mumbled, “Keep up the good work, Jack”… then a quick change of subject. The project teams were making headway on their improvement opportunities, all right, but it was difficult to schedule their project work around all their other responsibilities. Like other department managers, Jack had seen his staff reduced over the last year. It seemed he was always asked to do more with less these days. “If the company isn't serious about this quality improvement stuff,” Jack thought, “I've got plenty of other ideas about how I can use my staff. Looks like quality doesn't mean much to my boss, anyway. I sure wonder why this company spent the time and money to get everybody excited and trained if we're not supposed to do anything!”
Determining the real costs of doing business in a global market
Authors: Horwell Robert A. , Soucy Stephen R. 
Published: July 2007

AbstractCompanies are recognizing that to be successful they have to compete in the “global marketplace.” Identifying new market opportunities, evaluating international manufacturing and sourcing alternatives, and analyzing the profitability of sub‐business units are fundamental to taking advantage of the changes taking place.The significant risk companies must address is the qualify of the information they are using to make decisions. We are all aware of the phrase: “Garbage in, garbage out.” The truth is that many accounting systems are not designed to provide information to answer the questions managers face in today's market. Worse, the information is still used and catastrophic decisions are made because the accounting information indicates it is the smart thing to do.This article describes some of the risks of existing cost information. The article also provides a case example to highlight the risks of using your existing accounting system to make international decisions, as well as the opportunities and value that quality management accounting information can provide.
Improving productivity in service operations on an international basis
Authors: Blumberg Donald F. 
Published: July 2007

AbstractAlthough there has been increasing attention given to improving service productivity and quality, the focus has been spotty and fragmented, with the greatest emphasis in Europe. Productivity improvement is much more difficult to assess and promote in service industries than it is in manufacturing because of the lack of standards, targets, and measurable parameters, and the need to deal with service as viewed from the customer's perspective. New developments in service quality standards are helping to provide a standard base for improving service productivity.
Getting the most from distribution
Authors: Novich Neil S. 
Published: July 2007

AbstractDistribution effectiveness, both direct and indirect, is frequently overlooked when organizations look for ways to improve overall performance and productivity. Current trends toward indirect channel sales and declining sales‐force productivity imply that improving distribution effectiveness will be apriority in the 1990s. This article discusses tools for setting productivity‐improvement targets and methods for achieving them in both indirect channels and direct sales forces.
Achieving white‐collar whitewater performance by organizational alignment
Authors: Ray Helton B. 
Published: July 2007

AbstractA firm's vision should clearly direct how both organizational resources and individual time are to be employed. This article examines how organizational alignment—a system in which all missions closely connect to fulfill the vision—breaches bureaucratic barriers to create common purpose. Through it, measures that can focus effort and speed up work form passageways to continuous improvement. People spend more time doing value‐added work and enjoying it more, which in turn produces a surge in gains.
Xerox and the ACTWU: Using labor‐management teams to remain competitive
Authors: Lazes Peter , Rumpeltes Leslie , Hoffner Ann , Pace Larry , Costanza Anthony 
Published: July 2007

AbstractWhen Xerox went into an economic decline, the company and the union embarked on a cooperative effort to reduce costs and compete effectively. This article explains the strengths and weaknesses of that effort, and bow it changed the relationship between managers and workers and redefined their roles in the operation.
Emerging productivity and cost control in the hospital industry
Authors: Gupta Yasb P. 
Published: July 2007

AbstractRising health care costs and increasing competition have changed the cultural environment of the hospital industry. Various government rate‐setting programs, particularly Diagnostic Related Groups (DRGs), have altered the focus of hospital management from striving to increase revenue to concentrating on cost control and productivity. Various factors determine hospital costs, especially the particular hospital's case mix and the amount of physician control. Today hospitals are using many new techniques to control costs and ensure operating efficiency while maintaining the quality of care. This article examines some of them.
Mitigating the impact of project cancellations on productivity
Authors: Bummer Michael , Pease Victor 
Published: July 2007

AbstractIn today's environment many organizations are downsizing as a result of declining sales or resources, competitive pressures, mergers and acquisitions, or organizational redesign. The primary strategies that are used to help companies downsize—personnel layoffs, budget reductions in selected areas, or across‐the‐board budget cuts—often lead to project cancellations. This article reports the effects on employee work output and organizational commitment before and after project terminations in a downsizing environment, and offers guidelines on what management can do to reduce the negative impact of project cancellations on employee productivity.International Business Machines Corp. will announce today a jobreductionprogram that could cut its employment by some 10,000 people. The Wall Street Journal, March 28, 1911.[Digital Equipment Corp.]…has pulled funding from several major development programs, including one with Nippon Telegraph &Telephone Corp. to build a special computer for selephone companies and another to build super speedy versions of Motorla Inc.'s 88000 reduced instruction‐set microprocessor. A promissing office‐automation software project was spun off…. All told [DEC] has cut total R&D spending to about 8% of total sales…Business Week, March 25, 1991.
A productive—and human—approach to shift‐work operations
Authors: Stam Jim , Sodano Andrea 
Published: July 2007

AbstractShift workers face an entirely different set of challenges than those on a traditional nine‐to‐five schedule. Companies that want to ensure the productivity—and sanity—of the employees who staff round‐the‐clock operations can take several steps. This article outlines the techniques that these organizations can use to ensure shift‐work excellence.
Performance measurement in a research organization
Authors: Thor Carl G. 
Published: July 2007

AbstractConceptually, research organizations should be much like other white‐cottar organizations. Why, then, has there been little progress in developing performance indicators for those types of firms? This article identifies ten areas in which objectives and measures are created by research organizations, and the specific measurements issues facing each type of research organization. It also details bow performance in a research organization can be measured with an objectives matrix.
Beyond systems—The politics of managing in a TQM environment
Authors: Patten Thomas H. 
Published: July 2007

AbstractThe roots of total quality management (TQM) go back to the work of statisticians in the 1930s and 1940s and the early writers in statistical quality control. These ideas were transplanted to Japan, greatly improved upon and reshaped, and then reintroduced into American business by the Japanese, who bought and restored many American firms (sometimes in joint ventures), and by defense contractors who were under pressure to develop new ways to fulfill government contracts in the aerospace and weapons industries. Much of what has been written about TQM in the past has stressed mechanistic tools and techniques. This article, however, explores the interpersonal skills and new learning required for managing in a TQM environment.
Creating a grassroots quality revolution in Arkansas
Authors: Partain Jan 
Published: July 2007

AbstractIn the early 1980s, W. Edwards Dewing often said he lit many fires but most of them went out. Now, in the early 1990s, Arkansans are fanning the flames of a quality management explosion. The fires of quality started spreading throughout the state in November 1986, when a small band of individuals decided to make local manufacturers aware of the fact that they must change the way they manage to remain competitive. Now, some five years later, quality management continues to flourish—in individual companies, in state government, and in a network of community‐based quality initiatives that reaches deep into the grassroots of the state.
Field service quality improves with technology: Experience at Frontier refreshment services
Authors: Blumberg Donald P. 
Published: July 2007

AbstractRecognizing the need to run a profitable operation and to improve service productivity, many service organizations now use field service management‐based computer systems to support the process of call handling, dispatch, call tracking, call closeout, and logistics support, and to provide management with the data needed to report on performance.But computerized service management systems alone cannot guarantee improved productivity and responsiveness and reduced equipment downtime. However, as Frontier Refreshment Services (FRS), an organization that services more than fifty thousand Coca‐Cola syrup and drink dispenser machines in the United Kingdom, discovered, a combination of advanced service management systems and additional breakthrough technology can do the trick. FRS operates a force of 105 field service engineers and seventy installation engineers who install, maintain, and repair drink dispenser equipment through out the United Kingdom. The firm's experience in using an integrated system to optimize service operations is outlined in this article.
Using job descriptions, performance and pay innovations to support quality: A paper company's experience
Authors: Meng G. Jonathan 
Published: July 2007

AbstractManagers who start out eager to establish a quality‐improvement program often lose interest when day‐to‐day business problems distract them from their long‐range goals. But as one Southern paper production company found out, it is possible to solve pressing business dilemmas without ignoring the implementation of quality objectives and measures. To do so, organizations must learn to exploit technological vendors' know‐bow, fine‐tune employee training, and carefully tailor job descriptions so that they stress quality and teamwork.
Benchmarking: How to learn from best‐in‐class practices
Authors: Mittelstaedt Robert E. 
Published: July 2007

AbstractBenchmarking—the process of measuring a company's current business operations and comparing them to those of best‐practices companies—has emerged in recent years as an important tool in total quality management (TQM) programs across the United States. A 1991 survey found that benchmarking is increasing and that this trend is expected to continue. It has been estimated that three quarters of the Fortune 500 are engaged in the practice. Still, most companies have not instituted benchmarking and do not know how to go about it.This article explores the benchmarking process and its benefits and outlines the steps that companies can take if they wish to establish benchmarking in their own firms. The specific experiences of three companies that have recently embraced benchmarking—Life Technologies Inc., ICI Films, and Caterpillar Inc.—are discussed. It is hoped that their enthusiastic commitment will illustrate the value of benchmarking to the many firms that have yet to adopt the process.
Pay‐banding can help align pay with new organizational structures
Authors: LeBlanc Peter V. 
Published: July 2007

AbstractImprovements in productivity and quality are being attributed to employee involvement and work teams. Yet, many firms discover that changes in participation and work design lead to questions about pay system alignment. Some organizations have found it necessary to abandon the standard pay structure and begin anew. Northern Telecom placed fifty‐thousand worldwide employees into bands in January 1991. The project involved three years of study and one year of implementation. After eighteen months of experience in the banding structure, Northern Telecom has realized a greater level of organizational flexibility and few, if any, negative effects. Most important, employees have accepted the all‐new pay and career growth systems, even though the frequency and type of promotions have significantly decreased. Could this case, which is consistent with experiences reported at other firms that have gone to banding, indicate a change in employee values and aspirations? Are employees more willing than conventionally thought to get off the fast‐track and obtain broader knowledge and skills within the same level? The key features, implications, advantages, and disadvantages of banding are presented in this article. It may be that banding is the right pay structure for the needs of both employers and employees in the 1990s.
The iso 9000 standards: Creating a level playing field for international quality
Authors: Spizizen Gary 
Published: July 2007

AbstractThe ISO 9000 Series standards and the third‐party registration process is rapidly gaining acceptance worldwide. What are the reasons? Internal quality improvement, market positioning, and customer or regulatory requirements, particularly those connected with the European Community and their goals for EC 1992. The goal across the globe is to use the standards to improve quality by giving organizations criteria they can use to define and measure quality systems.The creation of the ANSI/RAB accreditation program has contributed to the Americanization of the ISO 9000 and the credibility of U.S.‐based registrars. With its ties to ASQC and to ANSI, it is only a matter of time before the ANSI/RAB accreditation program is recognized by the EC as the accreditor of U.S. registrars. This article gives an explanation of the ISO 9000 Series standards, the benefits of registration, how to choose a registration service and a supplier, and how the audit process works.
TQM in the public sector: Strategies for quality service
Authors: Bushnell David S. , Halus Michael B. 
Published: July 2007

AbstractPressures to provide quality services while keeping costs down has led government agencies to adopt a strategic approach to setting goals and allocating resources. By assessing the external and internal environments that affect an agency's programs, public administrators can anticipate opportunities and avoid barriers to change. Linking strategic planning to other TQM initiatives offers an even more powerful way of guiding an organization along the road to quality improvement.
Implementing TQM at dun & bradstreet software
Authors: Kane Edward J. 
Published: July 2007

AbstractDun & Bradstreet Software has been successful in improving its performance through Total Quality Management (TQM). The key has been a holistic view that integrates quality values and continuous improvement into the fabric of the organization. This starts with the creation of a shared vision of the company's future and continues with coordinated, top‐down design of business processes that are capable of achieving desired results. It leads to a continuous improvement effort that focuses every associate and every work activity on fulfilling the vision, and culminates in an organizational culture where quality improvement is the business strategy and the management system. This article describes the history of the TQM effort at D&B Software, some of the results achieved, and some of the lessons learned.
Quality improvement and heightened self‐esteem: The brighton police story
Authors: Galloway Robert A. 
Published: July 2007

AbstractMost government managers would agree that the police probably represent the largest outlay of resources for the most intangible return of services. And when police actions lead to regulatory activity in the criminal justice system, expenditures skyrocket. So when the suggestion is made to review police service and expenses in the context of total quality management (TQM) principles, one might easily encounter skepticism and outright disbelief. Such a statement could be dismissed with the notions that “government service” is an oxymoron and that the public will always spend money for such service, so there is no point in trying to improve this undesirable but necessary product. The Brighton story, which shows that government can save money, can do more with less, and provide satisfactory service to the people it serves, proves those naysayers wrong.
Measuring the total quality of the sales function
Authors: Welch Cas , Geissler Pete 
Published: July 2007

AbstractBroadening the application of Total Quality Management (TQM) to the sales and other “soft” functions that support manufacturing opens new opportunities for raising productivity and lowering costs. In fact, seizing such opportunities can be far more fruitful than confining TQM to manufacturing: Up to 80 percent of the costs of poor quality are attributable to functions outside manufacturing.In many industries, product quality is assumed to be high and equal among all suppliers. Competitive advantage (differentiation) is based primarily on the aura of information that surrounds and supports the product. Such information is transferred from customers to the supplier and from the supplier to customers by salespeople. To meet the requirements of TQM, that information must be timely, relevant, and accurate.
Thinking, acting, and deciding: How to address the invisible forces of international competition
Authors: Feigenbaum Armand V. 
Published: July 2007

AbstractThis article begins a new department by noted quality expert Armand V. Feigenbaum. If you would like to submit topics for Dr. Feigenbaum to discuss in future issues, please write: Editor, NPR, 22 West 21st St., New York, NY 10010‐6990.
Advanced TQM: Measurements, missteps, and progress through key result indicators at corning
Authors: Luther David B. 
Published: July 2007

AbstractIn order to accelerate the quality campaign it had begun in 1984, in 1989 Corning Incorporated asked line and staff groups worldwide to assess themselves using the Baldrige criteria. Each group was to develop a few quality strategies that would address the most critical elements identified in the assessment. Measures, referred to as Key Result Indicators (KRIs), were required that focused on evidence of customer deliverables or process outcomes. A third measurement category was added that concentrated on customer satisfaction or employee satisfaction. The final element of the process was the development of a plan that showed the day‐to‐day action requirements. Today, more than two hundred measures roll up each quarter. The KRIs are used in everything from business reviews to objective setting to gain sharing on the factory floor.Training the organization on what is required, keeping the scheme simple, living with the financial system, and designing a system that measures what the customer says is important are part of the lessons learned from this experience. As quality becomes integrated with ongoing day‐to‐day business operations, a well‐designed and well‐run assessment effort becomes a key part of achieving world‐class quality.
Laying the groundwork for a strategic corporate cost accounting system at delaney products
Authors: Wittman Marlene R. 
Published: July 2007

AbstractThis article provides an overview of the preliminary design stages of a cost accounting system capable of yielding relevant product costing information. Besides describing the problems encountered by a company when its cost accounting system does not keep pace with the advances in manufacturing efficiency and innovations on the shop floor, it details the problems encountered in the process of updating an obsolete cost accounting system to reflect the company's reorganization into separate business units for each major product line. It also chronicles the company's learning process as it attempts to define the types of information sought from the system.
Cascaded training at hughes aircraft helps ensure continuous measurable improvement
Authors: Rice Judy 
Published: July 2007

AbstractTotal quality management (TQM) is an elusive and often frustrating concept. Understanding the term is often the most difficult stage of implementation. It is not a program or a plan, both of which are limited in scope and imply an eventual achievement that will end the effort. Nor is TQM operational effectiveness, zero defects, or the traditional inspection areas of quality assurance or quality effectiveness. In essence, TQM is a management philosophy and a commitment to produce the highest possible quality products and services. From the early 1980s, Hughes Aircraft has made quality one of its chief operating philosophies. More recently, the firm has championed a unique trickle‐down, or cascading, training system to sustain and build its quality and productivity improvements.