Search results

1 – 10 of over 3000
Article
Publication date: 1 December 1999

H. James Harrington

This paper presents the role that the International Academy for Quality (IAQ) plays in furthering the dissemination and practice of quality methods and concepts around the…

732

Abstract

This paper presents the role that the International Academy for Quality (IAQ) plays in furthering the dissemination and practice of quality methods and concepts around the world. It looks at a range of aspects such as principles, mission and objectives of the IAQ. Provides information on the development of the IAQ and its future. Outlines the IAQ’s vision for meeting the needs of the twenty‐first century.

Details

The TQM Magazine, vol. 11 no. 6
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 1 October 2003

Tom Mc Nellis and H. James Harrington

This article addresses how an organization can combine sig‐sigma and the Internet to reduce costs, improve the delivery success rate, and increase service quality. The…

1247

Abstract

This article addresses how an organization can combine sig‐sigma and the Internet to reduce costs, improve the delivery success rate, and increase service quality. The model that was developed to map the six‐sigma quality process against the software development life cycle was introduced. A case study in which the model was applied is discussed: use of the model enabled the IT organization to infuse six‐sigma into the Internet development effort and gave the rest of the company an understanding of the necessary steps for that attempt to be successful. Total commitment is necessary to carry this process out; hoever, this commitment allows organizations as a whole to “get it right the first time around”, while satisfying client and business requirements.

Details

The TQM Magazine, vol. 15 no. 5
Type: Research Article
ISSN: 0954-478X

Keywords

Book part
Publication date: 15 July 2019

Robert E. Quinn and Kim S. Cameron

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root…

Abstract

In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78973-554-3

Keywords

Article
Publication date: 1 February 1999

H. James Harrington

Managers are people who accomplish tasks through others. For the twenty‐first century, managers should be defined as people who accomplish tasks through their effective…

769

Abstract

Managers are people who accomplish tasks through others. For the twenty‐first century, managers should be defined as people who accomplish tasks through their effective use of processes and enablers. This paper defines what the new manager will look like in the twenty‐first century. It is the second of a two‐part paper.

Details

The TQM Magazine, vol. 11 no. 1
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 20 July 2012

H. James Harrington

The purpose of this paper is to align accountability and responsibility of each level of the organization and to establish internal and external customer supplier…

Abstract

Purpose

The purpose of this paper is to align accountability and responsibility of each level of the organization and to establish internal and external customer supplier relationships and performance criteria.

Design/methodology/approach

Major processes within each natural work team are analyzed to establish efficiency and effectiveness requirements.

Findings

Major improvement in employee morale and internal customer satisfaction.

Research limitations/implications

Comprehensive complete implementation limited to only a few organizations. Conceptual approach widely accepted.

Practical implications

The paper establishes individual performance indicators for every natural work team within the organization.

Social implications

The paper provides each worker with a understanding of the natural work team's customer and the activities within the natural work team.

Originality/value

The paper shows that through the establishment of individual performance indicators, the natural work teams are allowed to focus on high payback improvements.

Details

Business Process Management Journal, vol. 18 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 1 September 2000

H. James Harrington

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance…

2295

Abstract

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance evaluation but the way they have been implemented. This technical report provides a sound path to effect constructive appraisals.

Details

Measuring Business Excellence, vol. 4 no. 3
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 1 August 1996

H. James Harrington

Points out that we have accepted on faith many of our improvement tools without really understanding their impact on the performance of the organization. Challenges some…

879

Abstract

Points out that we have accepted on faith many of our improvement tools without really understanding their impact on the performance of the organization. Challenges some of the basic principles on which total quality management was founded. Presents data from the International Quality Study performed over a three‐year period by Ernst & Young and the American Quality Foundation, which, with over two million pieces of information in its database, is the largest, most complete management practice benchmark resource in the world today. Highlights similarities and differences between countries. Defines best practices based on the statistical analysis of the business results achieved internationally.

Details

The TQM Magazine, vol. 8 no. 4
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 1 August 1998

H. James Harrington

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance…

2797

Abstract

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance evaluation but the way they have been implemented. This technical report provides a sound path to effect constructive appraisals.

Details

The TQM Magazine, vol. 10 no. 4
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 1 February 1999

H. James Harrington, Joseph J. Carr and Robert P. Reid

Discusses a simple overview of systems and systems theory. Describes what a system is and does. Suggests seven principles to use when designing or evaluating a system…

802

Abstract

Discusses a simple overview of systems and systems theory. Describes what a system is and does. Suggests seven principles to use when designing or evaluating a system including tips such as: organize to reduce complexity, do not over‐optimize the system, and leave details of managing sub‐elements to the specialists who know how. Illustrates with graphic examples.

Details

The TQM Magazine, vol. 11 no. 1
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 1 August 1999

H. James Harrington

Quality cost systems have evolved from a purely manufacturing defect related cost reporting system that reflected the limited quality thinking of the 1940s to a…

4415

Abstract

Quality cost systems have evolved from a purely manufacturing defect related cost reporting system that reflected the limited quality thinking of the 1940s to a poor‐quality cost system that reflects the total process quality orientation of the 1990s. The new poor‐quality cost system includes both the direct and indirect quality cost. It addresses key concepts like customer encore cost, lost opportunity cost and non‐value added cost. The focus of the poor‐quality cost system has drifted away from the manufacturing process and now focuses on the total business systems that represent today’s biggest opportunity for improvement. Poor‐quality cost in functions like marketing and sales can exceed 100 percent of the organization’s total budget. This paper explains how quality costs hav evolved to keep up with the quality systems’ evolution over the past 50 years.

Details

The TQM Magazine, vol. 11 no. 4
Type: Research Article
ISSN: 0954-478X

Keywords

1 – 10 of over 3000