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Although many suppliers in the automotive industry have obtained quality system requirements, QS‐9000 registration/certification, there does not appear to be a direct link to all operational performance outcomes. As companies improve their quality performance as measured by parts per million, other areas such as delivery performance are experiencing missed deadlines. Organizational factors play a key role in long‐term QS‐9000 success change efforts. This presentation summarizes the results from an empirical study of Johnson Controls, a major Tier 1 supplier, and their key suppliers in the USA and Canada who participated. Although the results focus on QS‐9000, some of the theories and practical application could apply to any company desiring registration or compliance to a quality standard.

This research models the impact of patient perceptions of care quality on overall patient satisfaction in a rural healthcare organization over a three-year time period. The purpose of this paper is to determine if the factors that influence perceptions of service quality change over time and if the change affects overall patient satisfaction.

Data were collected for three fiscal years (2012-2014) using a 36-question, Likert-scaled attitudinal survey. Multiple regression analysis was performed to identify which constructs of five different service quality dimensions were statistically significant in predicting overall patient satisfaction. Paired comparison of means and ANOVA F-tests highlighted significant differences across years and demographics.

Multiple regression models of overall patient satisfaction over a three-year time period had significant repeat variables, indicating salience of the dimensions and constructs of service quality that predict patient satisfaction. However, some dimensions of service quality did not remain significant from one year to another, indicating there may be a gap in the patient service cycle over an extended time frame.

This paper explored the sequential relationship between patient satisfaction survey data and perceptions of service quality over a multi-year time frame. The research focussed on outpatient medical clinics, while the majority of previous studies have focussed on acute care or inpatient stays. A longitudinal study is especially relevant for outpatient clinics where continuity of care is important.

Pressure from competition; inflexible third-party reimbursements; greater demand from government, regulatory and certifying agencies; discerning patients; and the quest of healthcare entities for greater profitably place demands and high expectations for service quality impacting overall patient experience. Extending a prior multivariate, single-period model of varied medical practices predicting patient experience to a three-year time period to understand whether there was a change in overall assessment using data analytics. The paper aims to discuss these issues.

SEM was employed on a per year and aggregated, three-year basis to gain insights into qualitative psychometric constructs predicting overall patient experience and strength of the relationships.

Statistically significant differences were uncovered between years indicating the strength of the relationships of latent variables on overall performance.

Study focused on data gathered from a questionnaire mailed to patients who visited various outpatient medical clinics in a rural community with over 4,000 responses during the three-year study period. A higher percentage of female respondents over the age of 45 may limit the generalizability of the findings.

Practitioners can gain a broader understanding of different factors influencing overall patient experience. Administrative processes associated with the primary care provider are inconsequential. Patients are not as concerned with patient flow as they are with patient safety and health.

This research informs healthcare quality management of psychometrics and analytics to improve the overall patient experience in outpatient medical clinics.

Major original equipment manufacturers (OEM) in the international automotive industry require their first‐tier suppliers to obtain QS‐9000 registration. One of the requirements included in the registration criteria is to have a process in place to evaluate all suppliers or subcontractors. Johnson Controls Inc. (JCI) Automotive Systems Group, a major first‐tier supplier, chose to request QS‐9000 registration of their suppliers (second‐tier). QS‐9000 does not require Tier‐1 suppliers to mandate that their suppliers (second‐tier) obtain registration. Since quality registration indicates that a quality system is in place, does it ensure that the operational measures of quality parts per million (PPM) or delivery performance are optimized? Do the organizational variables associated with QS‐9000 registration directly impact achieving it? For this study, a survey of JCI North American QS‐9000‐registered second‐tier suppliers was conducted to gather information about selected organizational variables, perceived performance outcome and results, and actual quality PPM and delivery performance. This study looks at the relationships between organizational variables and performance outcome and results.

Outlines previous research on capacity planning and considers how the underlying ideas can be applied to higher education institutions (HEIs). Illustrates the components of operational and capacity plans for an HEI, pointing out the differences from and similarities to the manufacturing and service sectors; and discusses various components of the capacity plan (e.g. classroom utilization, enrolment, scheduling etc.) in more detail. Believes that this approach to resources would improve on the present US system where external pressures (e.g. politicians, donors etc.) rather than need may determine expansion, but recognizes the practical barriers to this and calls for further research.

Numerous motives for merger have been proposed and empirically evaluated. While the avoidance of bankruptcy has been suggested as a plausible motive for merger in the financial literature, this motive has been the object of scant empirical investigation. Although recent empirical evidence supports the existence of a bankruptcy motive, no research effort has yet identified those factors which explain why a financially distressed firm is acquired rather than destined to ultimate bankruptcy. The current study seeks to contribute to the literature on bankruptcy avoidance as a merger incentive by developing a logit model which explains, estimates and predicts the probability that a financially troubled firm will be acquired rather than end up bankrupt.

The primary purpose was to learn about different variables of an integrated strategy associated with choosing to supply through business‐to‐business (B2B) intermediaries and apply the variables to a series of cases.

A literature review served as a basis to develop an integrated model. A combination of primary and secondary research was conducted to apply the concepts of the model to different internet trading exchanges.

Each trade exchange offers a different set of customers and suppliers vying for business opportunities. There are no common platforms for software and hardware. If a small company is interested in trading through an internet exchange, they want to select based on the variables identified that best meet their needs and integrate with their business strategy.

The focus was on industrial products and may not be applicable to consumer products.

Suppliers must carefully operate in the future by evaluating each customer and determining which trade exchanges will provide them with the greatest benefit at the lowest cost. The infrastructure investment is an unavoidable cost that cannot be forgone unless the supplier wants to discontinue providing to most of its customers. The supplier needs to look at all aspects identified in the integrated business model and the foundation and facilitation for success lie in the information management of the entire entity.

This paper takes the existing body of knowledge and applies it to the development of an integrated e‐business model for industrial suppliers used to compare different internet trading exchanges.

The primary purpose of the research was to determine whether automotive manufacturers integrate multiple manufacturing initiatives and whether performance measures were impacted directly by these initiatives.

A mail survey questionnaire was used to gather data about the attitudinal attributes associated with implementing multiple manufacturing initiatives (i.e. ISO 9001, ISO 14001, lean manufacturing) and changes in key performance measures, both financial and nonfinancial. Descriptive statistics were utilized to gain a better understanding of the level of implementation of specific initiatives. Different forms of regression analysis were used to try to locate a statistically significant predictive model.

Two surveys of automotive suppliers were conducted during early summer 2001 and 2002 to gather information about multiple initiatives, customer mandates, and performance measurement. The results indicate that suppliers are not integrating the initiatives or linking them to financial and/or nonfinancial performance measurements. It was intended to develop a predictive model linking the implementation of multiple manufacturing initiatives and the impact on changing in performance measures. No statistically significant model was discovered. However, and not surprisingly, the level of implementation of different initiatives varies from one organization to another.

The size of the sample could pose a limitation in terms of generalizabiity. Also, this study was applied to specifically to the automotive supply parts industry and it could be applicable to other manufacturing supply chains.

Automotive industry suppliers have been faced with multiple, mandated requirements from the original equipment manufacturers. Continuing pressures to reduce price, improve quality, while producing an environmental friendly product using lean manufacturing practices has placed a financial strain on suppliers operating with thin profit margins. Are these initiatives being integrated into the overall business strategy and what impact are they having on performance measures? Based on the research, it did not appear to be well integrated. Additionally, a comparative analysis was conducted to note differences between senior management and middle management/professional staff. It was not surprising to find that senior management has higher expectations and opinions regarding implementation levels and performance.

The information in this study is particularly useful to manufacturers or others implementing standards or methodologies and to understand whether there is a direct impact on performance measurements.

The complexity of problem solving requires use of quality tools to assist in the organization and analysis of information and data surrounding the concern. A proposed classification scheme for problem‐solving tools allows the user to identify the correct tool at the proper time in the problem‐solving process. This may assist the problem solver to efficiently and effectively work toward problem solution. The classification scheme, in the form of a matrix, identifies, organizes, and defines tools of the six sigma problem‐solving process as taught and implemented at a large manufacturing company.

Development of a problem‐solving matrix to enable more efficient and effective use of tools applied to a six sigma project in a large manufacturing company.

The application of the methodology to a case study in a large manufacturing company related to an Air Conditioning (A/C) No Fill concern. The exercise of applying the six sigma tools matrix to this project would have been improved if conducted at the beginning of the six sigma Belt training and start of the A/C No Fill project.

Since, the matrix was not fully completed at the start of either the training or the project, the team was unable to begin using the developed matrix until midway through both. This posed some limitations in judging the efficiency and effectiveness of the matrix. Although it is believed that both were improved, the maximum benefit may not have been achieved because of timing in application. Future application of the matrix should commence at the beginning of the project to enable maximum results for more efficient and effective problem solving and identification of proposed solution.

Manufacturing and service organizations can improve their problem‐solving methodology by using the approach outlined in this paper. It will enable companies to better “match” the tools necessary to solve real‐life business problems.

Although this approach uses existing quality management and problem‐solving tools, its novel application in the development of a more thorough approach to problem solving, aided by the classification of problem‐solving tools may enable companies to more successfully and expeditiously reach proposed solutions.