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Since the 1970s, international manufacturing companies, in pursuit of world‐class goals, have been adopting and adapting management practices developed originally in Japan. Notable characteristics of such companies now include: a customer‐focused culture; a concentration on core competencies with high levels of outsourcing; an emphasis on team working and manufacturing cells; low levels of stock at all stages of assembly; frequent small deliveries by suppliers directly to the production areas; a supply base of relatively few suppliers; partnership agreements with key first‐tier suppliers. Such companies are aiming to produce goods of world‐class quality and to do so, given the large amounts of bought‐in components and sub‐systems, pay a great deal of attention to the supply network. As a result, the purchasing function in these companies, as the interface with suppliers, plays a crucial role in manufacturing strategy. It is thus important to determine what multinational manufacturing companies want from their suppliers, ie what constitutes the “total package” that they want to have supplied? To this end, a total quality‐based 15‐criteria model of this package was developed and pre‐tested with senior purchasing managers from multinational corporations (MNCs). Based on this model a survey of senior purchasing managers of 170 MNCs throughout Ireland was undertaken and this paper reports on the results from the 62 usable returns.

A reduction in waiting lists for in‐patient oral surgery together with an improved service for minor procedures by the use of a day‐bed facility is the proposed solution to the problem studied. The approach used relies on adopting a production/operations management (POM) viewpoint combined with an interfacing methodology based on that of the soft systems school.

Outlines the anticipated effects of the Channel Tunnel on the transportation of goods from a peripheral region. Argues that the combined effects of the Single European Market and the opening of the Channel Tunnel are likely to disadvantage industries within peripherally‐located regions such as Scotland, the North of England, Wales and Ireland. Presents some findings from a study which was carried out within Northern Ireland to assess the vulnerability of peripherally‐located firms to the effects of forthcoming events. The findings, based on 89 firms within five industrial sectors, highlight a need for regional firms to enhance their awareness of the effects which the Channel Tunnel is likely to have on performance and hence a need to prepare for this forthcoming infrastructure development.

Recent developments within higher education have created an enhanced need for a more focused approach to management related issues. Highlighting the similarities between professional service firms (PSFs), and university departments, seeks to show how planning and organizing issues within universities can be addressed through the application of Maister′s PSF concept. By so doing, provides an illustration of how one model propounded by teachers of management can be made operational, thus providing a foundation for the achievement of enhanced levels of organizational efficiency and effectiveness.

Locality management devolves the responsibility for the delivery of community health and social services to “localities” of some 25,000‐30,000 people. States that unit general managers wanted to measure the clients’ perception of the quality of the service provided. Research resource constraints limited the study to the elderly in receipt of at least one statutory service and the carers. Describes how a survey of 410 elderly was carried out by interview in their place of residence and a postal survey of carers based on the same criteria was conducted which yielded 221 usable responses. Analyses show considerable variability within the two groups across the criteria with informational needs scoring least well by a considerable margin in both. Comparing scores between the two groups shows that carers were much less satisfied than the elderly clients with scores in general being about 30 points lower for all criteria.

Examines management development requirements in small companies within the software industry, and suggests that firms′ effectiveness in this sector in the long term requires the presence of a significant proportion of managers who can demonstrate both managerial and technical expertise. Based on the findings from a study of training practices and management development needs within 24 software firms in Northern Ireland. The training needs identified are the building blocks which are being used to design a suite of post‐experience courses for middle managers in the software sector in Northern Ireland. It is hoped that the framework adopted will be useful to other training providers who are considering training provision on a sectorial basis.

The introduction of cells has in general been beneficial to organizations by improving productivity and quality, reducing lead times and providing non‐routine jobs for personnel within the cell. However, there is no doubt that such changes create conflict due to the transition from a functional structure to a more flexible cellular environment. Charts the development of the cell structure within an aerospace company in order to identify the potential problems which can arise between the various participants both inside and outside the cells. Uses Maister’s Professional Service Firm model to identify the roles and responsibilities of the support functions and management which service the cells. Proposes that this framework not only illustrates how planning and organizing issues can be addressed using the concepts developed by Maister, but also provides an illustration of how one model propounded by management educators can provide a foundation for enhancing organizational performance.

Purchasing has undergone significant changes in many organizations and has moved from a reactive activity to a strategic one, contributing to a firm’s competitive success. The skills and competencies required by professionals in the past are not the same as those required today. This article charts the development of the purchasing function within a multinational aerospace company as a result of introducing major structural changes. Maister’s Professional Service Firm model is then applied in an operational manner to outline the changing roles and responsibilities of the procurement function and to identify potential areas for training and development. It is proposed that this framework not only illustrates how planning and organizing issues can be addressed using the concepts developed by Maister, but also provides an illustration of how one model propounded by management educators can provide a foundation for enhancing organizational performance.

Implementing a Manufacturing Resource Planning (MRPII) system represents a significant challenge for all those involved in such projects. Indeed, many such change programmes result in failure or fall short of achieving the significant benefits that such systems have to offer. This paper investigates one such implementation within a medium‐sized company in the medical packaging industry. The application of behavioural and performance metrics was applied to monitor and facilitate the attainment of MRPII to Class A status. A longitudinal evaluation of the project is outlined and highlights a range of factors that ultimately affect the degree of success of MRPII implementation.

Many industrial companies have expressed a growing concern over the quality of managers in manufacturing industry and their ability to adapt to rapid environmental and technological changes. In addition, it has been felt that in the UK, the traditional postgraduate management teaching mechanism tended to be out of date and excessively academic. To address these shortcomings, what seems to be needed is the development of postgraduate courses which place more weight on the industrial experience of the participants. At the same time, it is necessary to give postgraduate teaching a stronger orientation towards the actual needs of industry rather than the perceived needs as seen by the contemporary academic. As a result, companies are now beginning to investigate alternative approaches to developing the business and technical skills of their managers. One such approach has been adopted by a Northern Ireland subsidiary of a multinational corporation in the aerospace industry. As part of this process, the firm asked the University of Ulster, in conjunction with the Irish Management Institute, to provide a programme of developmental support in a comprehensive range of general management concepts, skills and techniques.