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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…

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730

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.

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

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Article
Publication date: 1 April 1995

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/14637159510798211. When citing…

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1605

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/14637159510798211. When citing the article, please cite: H. James Harrington, (1995), “The new model for improvement: total improvement management”, Business Process Re-engineering & Management Journal, Vol. 1 Iss: 1, pp. 31 - 43.

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Management Decision, vol. 33 no. 3
Type: Research Article
ISSN: 0025-1747

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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…

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1245

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.

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

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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…

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765

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.

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

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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…

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873

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.

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

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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…

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2743

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.

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

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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…

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2273

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.

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

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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…

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4341

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.

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

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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…

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800

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.

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

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Article
Publication date: 6 July 2010

H. Harrington and Frank Voehl

At the center of its core, Health Care is the application of a general body of knowledge to the needs of a specific patient. For centuries, this knowledge was generally…

Abstract

At the center of its core, Health Care is the application of a general body of knowledge to the needs of a specific patient. For centuries, this knowledge was generally regarded as the property of the healing professions and the individual clinician, not necessarily of the health care delivery organization. Managerial practice also had a tendency to treat this knowledge as an attribute of the provider, thus focusing on the resources clinicians used as they provided care and on the hotel-type functions associated with inpatient institutions. That is, there was a deliberate differentiation between management practice, focused on business processes, and clinical practice, focused on the activities and decisions of diagnosis and treatment. Though often described as bureaucratic and incrementally changing, health care is also a very dynamic and innovative field. Around the globe, research scientists, private industries, academics, and governmental and nongovernmental agencies continue to work in innovating new ways to provide better care, find cures, and improve health. At the same time, health care delivery has been undergoing a gradual but important change. Patient care, once the domain of the individual practitioner, is becoming the domain of the care delivery organization. Additionally, the mission of these organizations is shifting. As science, technology, care processes, and care teams have become more complex and diverse, the way in which the activities of care are organized and the institutional context in which they occur have become an increasingly important determinant of the effectiveness and efficiency of that care. As a result, the object of management has changed. In response to these changes, health care managers have started focusing on the management of the care as well as the management of the institutions in which the care takes place, thereby creating a set of ‘Best Practices’ which are briefly described in this paper along with how the process of innovation is developing in the health care system.

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International Journal of Innovation Science, vol. 2 no. 1
Type: Research Article
ISSN: 1757-2223

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