Key readings

Citation

(2004), "Key readings", Measuring Business Excellence, Vol. 8 No. 2. https://doi.org/10.1108/mbe.2004.26708bab.003

Key readings

Key readings

Manufacturing in the UK: contemporary characteristics and performance indicatorsAbdel-Maksoud, A.B., Journal of Manufacturing Technology Management (UK), 2004, Vol. 15 No. 2, Start page: 155, No. of pages: 17

Presents the results of an ongoing research project to develop a theoretical framework for exploring a proposed relationship between non-financial performance measures on the shopfloor (SF) and a range of technological, managerial, organizational and environmental factors. Summarizes a series of statistics of research responses from a survey of over 2,000 UK manufacturing companies at the beginning of 2001, covering the level of existence and importance of some non-financial performance measures on SF of UK manufacturing firms and the level of application of different innovative managerial practices (IMPs), advanced manufacturing technologies (AMTs), and contemporary management accounting practices and the extent of SF involvement, SF skills and training, and aspects of marketing competition. Describes the development of the framework in terms of the project's objectives, theoretical framework and formulation of hypotheses/methodology and data collection.

Performance improvement – towards a method for finding and prioritizing potential performance improvement areas in manufacturing operationsGrunberg, T., International Journal of Productivity and Performance Management (UK), 2004, Vol. 53 No. 1, Start page: 52, No. of pages: 20

Argues that in order to improve operational performance effectively it is necessary to identify particular factors to work with and find those factors that have a high impact on performance. Gives a brief history of methods developed in the attempt to improve operations before proposing an improvement method based on the performance objectives of speed, quality, flexibility, cost and precision of operations, and a Pareto analysis of those factors that have a high impact on overall performance. Expands on the relationship between performance, productivity and profitability, and their measurement as an essential ingredient of improvement work. Similarly, examines the linkages between efficiency, effectiveness and productivity, and clarifies how the measurement of waste losses are contained within the terms of performance, productivity and profitability. Proposes four categories of performance factors that support the company's performance strategy in relation to processes, resources, product and control, and suggests a generalized process model for the measurement of activity, processes and progress. Offers an improvement method that consists of eight activities: pre-study, problem identification, process-mapping, measurement, selection, implementation, evaluation of results, and continuous improvement.

Implementing a sustainable TQM system: employee focusYeh, Y., The TQM Magazine (UK), 2003, Vol. 15 No. 5, Start page: 257, No. of pages: 9

Draws from the literature to emphasize the importance of employee involvement for implementing sustainable TQM, and that success stems from promoting employees' "self-efficacy" (belief in their own capabilities). Identifies "passive" and "active" aspects in TQM activities, training involving passive reception, but quality project participation bringing more benefits through active involvement. Posits that enriched job characteristics, employees' self-efficacy and "psychological outcome" (psychological state as a result of work environment), positively influence staff regarding TQM engagement. Tests this by surveying staff at a US local government authority that implemented TQM in 1983. Analyses 848 useable questionnaire returns (38 percent response) as to variables connected with project involvement, training, job characteristics, structure, environment, self-efficacy, psychological outcome, and TQM practices. Discusses descriptive statistics and factor and path analyses tabled results. Concludes that most of the hypotheses are supported, but expresses surprise at some outcomes, e.g. centralization has a positive effect on all aspects of TQM practice.

The human side of introducing total quality management: two case studies from AustraliaEdwards, R. and Sohal, A.S., International Journal of Manpower (UK), 2003, Vol. 24 No. 5, Start page: 551, No. of pages: 17

Presents two Australian case studies which examined the implementation of total quality management to understand the factors that affected its success. Describes the five-year research with each company, one an affiliate of a Japanese multinational corporation that produced metal-based consumer goods, the other a subsidiary of a large Australian company in the steel industry. Sets out each case study, looking at the way that total quality management was structured, and why it was not sustained and ultimately failed. Identifies three critical factors – the opposition for middle management, dissatisfaction with employee participation and poorly designed training programs. Examines each in turn and discusses why they affected the total quality management so badly. Concludes that the case studies underline the importance of getting the human side of the implementation of total quality management right.