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This study aims to validate the KAIIAE model in the public sector and analyse the interrelationships between Enablers and Results in the King Abdullah II Award for Excellence (KAIIAE) model to better understand the dynamic logic behind improving excellence results.

The methodology used is structural equation modelling (partial least squares technique), and the data were obtained from the assessment processes for the KAIIAE for 98 Jordanian public organisations.

The findings showed that the award model has proven to be a reliable and valid framework, as the criteria and sub-criteria were highly correlated. The set of Enablers was strongly related to the set of Results, and the synergies between the critical criteria confirmed the importance of leadership, strategy, and processes for the organisation's excellence results. It was found that the new significant and direct relationships between “People” and “People Results” and between “Partnerships and Resources” and both “Society Results” and “Key Results” improved the understanding and implementation of the model. There was a significant interrelationship between model criteria, excluding the relationship between “Society Results” and “Key Results”, since the government's main objective is to serve society. A new structural model for the KAIIAE with the new relationships was suggested.

This paper concentrated only on the public sector, although the excellence model has been implemented in the private sector. Features of the different types of organisations were not tested. Furthermore, the variations in size, covered fields, number of employees and provided services need to be investigated further.

Government award bodies can use these research findings to develop a new model version for public sector awards by combining a cohesive array of elements for any government organisational need or application. The study suggested adding new criteria or relationships or eliminating those that are not significant and have no impact on public sector organisations. The findings will assure the organisations' managers that the KAII excellence model criteria are highly correlated and synergised for public sector organisations. These criteria perform efficiently once they are considered and implemented in an interconnected manner rather than managing them independently, which makes up their management framework. This knowledge about the validity of the structure of the model allows public sector organisations to benefit fully from the self-assessment processes and improve the organisation's management, enhancing their faith in excellence award models.

This study has contributed to the existing literature on the reliability and validity of business excellence models as a framework for implementing, evaluating, and improving excellence, particularly in the government sector. Several important insights have emerged from this study. The relevant analysis supports a new model structure for excellence in the public sector. Among the model structure relationships, the study identified the existence of new direct relationships between enablers and results. New significant and direct relationships are added to the model that advances the implementation and understanding of the model. Moreover, it informs theory about Excellence Award implementation in developing countries within the context of Jordan – a topic that has previously received limited attention in the international business excellence literature. Since there is limited research on the suitability of implementing the KAIIEA excellence model (that is based on nine criteria of the EFQM model) in public organisations, this work suggested introducing a new modification to the model to suit the characteristics of the public sector.

The considerable prominence of the government sector has drawn attention to the excellence parameters within its organisations. Hence, a lack of studies and inadequate knowledge in the governmental management system have limited testing excellence in the public sector. This paper provides support that the excellence model (KAIIAE model that is EFQM based) is an appropriate framework by identifying direct and significant model interrelationships for the public sector based on the actual and sufficient performance of its entities so as to drive the changes of the next model generation. This is the first study that attempts to comprehend and describe the validation of the KAIIAE model in the public sector.

This paper aims to present a model of a multi‐phase multi‐product manufacturing system considering a CONstant work‐in‐process (CONWIP) control mechanism and using continuous‐time Markov chain modelling approach.

The model includes defining a state space then constructing the rate matrix, which contains the transition rates, followed by formulating the transition matrix. The time‐dependent probabilities that a product is in a particular state at a certain time are characterized. Performance measures related to the statistics on the waiting time and average number of work‐in‐process in the production system have been determined. Consequently, a numerical example is presented to illustrate the computations of different model aspects.

The analyses explain a foundation needed for analyzing the steady state behavior of manufacturing systems. Results have shown how production data can be easily modified for what‐if analyses by the use of Excel add‐in tool.

The multi‐level model outlines a framework that provides a practical tool for production engineers seeking to enhance the performance of their production system by selecting the best order release mechanism.

A novel aspect of the work reported in this paper is the application of Chapman‐Kolmogrov mathematics and CONWIP ordering theory, which is developed for evaluating and managing CONWIP controlled production systems.

The paper aims to investigate the waste in a job shop environment and proposes an assessment method aimed at helping companies to identify root causes of waste.

The seven wastes (overproducing; processing; inventory; transporting; producing defects; time waiting; and motion waste) and their relationships were explored. A waste matrix was developed to quantify in a percentage form the relationships among wastes and represents a probability that a certain type of waste will affect others or be affected by others. An assessment questionnaire was employed to allocate the source of waste and differentiate between the levels of waste. The waste matrix and the assessment questionnaire were incorporated in the assessment method to rank the existing waste in a job shop.

The developed model serves as guidelines for simplifying the search of waste problems and identifies opportunities for waste elimination. A case study was conducted to validate the model; and the results of the assessment and the real situation concur.

This paper has investigated a method to allocate waste, quantify it and discuss the relationships among wastes without quantifying the potential savings. Further research should be done in order to investigate the level of reduction in effort and time as a result of implementing the method.

The approach provides a method by which managers can identify the sources of waste, differentiate between the levels of waste and rank their significance.

The simplicity of the matrix and the comprehensiveness of the questionnaire contribute to the achievement of accurate results in identifying the root causes of waste. The new model provides an insight into on where to concentrate effort by weighing the contributions of the different waste types.

The purpose of this research is to examine the impact on organizational performance of the application of management and human resource practices, and to attempt to outline key elements and assess development of the learning organization (LO) concept in Jordan.

The tool described in this article assesses relationships between LO practices and financial and operational performance measures. The empirical research aims at deconstructing the LO formation through the development and validation of a conceptual model. A total of 41 companies belonging to large industrial sectors in Jordan participated in a survey by responding to a research questionnaire.

The outcomes of the study indicate that the LO concept can be explored in Jordanian industry using eight constructs. These constructs were found to be strongly correlated. In general, this study identifies basic steps in the process of transformation into a learning organization in Jordan.

The study identifies the sequence of stages in the process of transformation into a learning organization in Jordan, which might be regarded as a developing country. The study culminated in a novel measurement instrument to evaluate learning organizations. Application of the tool facilitated LO constructs to be analyzed.

This paper presents a study on implementing design of experiments for optimizing the extrusion blow molding process. The effect of screw speed, melting temperature, cooling time, pressure, mold temperature, and ambient temperatures on the outcome of the process is investigated. The significant factors affecting the volume and mass of the blow molded bottles are identified. The results show that melting temperature, pressure, and ambient temperature have a significant impact on the variation of produced bottle quality. An optimization technique is implemented to identify the best operating conditions to meet the required product output.

The increasing impact of international competition and changing business environment has raised the important role of standardization, which was reflected in national standards. This paper presents the results of a study that provides insight into the role of Jordanian product standards in the local industry. The effect of companies’ characteristics on both the importance and satisfaction level with Jordanian Standards (JS), identifying reasons for using foreign standards and the need for new JS in manufacturing sectors were investigated. The findings revealed that there are no statistically significant differences in the way that Jordanian companies perceive the importance of having JS and the level of satisfaction or interest. Regardless of the company characteristics, it is concluded that targeted companies consider JS important to their business and JS are satisfying the companies’ interests. The surveyed Jordanian companies show a serious interest in foreign standards. However, the lack of familiarity with the existing JS in some small and medium enterprises and its benefit to their industry was observed.

This paper seeks to apply a heuristic approach to solve the facility layout problem and the description of a new computer‐aided layout design system.

The system utilizes a new approach for computing the adjacency scores, stacking of departments, and reserving or changing the department's shapes and dimensions. The system algorithms are based on calculating the minimal distance between departments and modified departmental closeness rating.

The research addressed in this paper has resulted in developing FLASP (Facility LAyout Support Program) software. FLASP could reduce the number of iterations needed to reach the optimal solution of the layout problems by restricting the location for each department depending on the relationships between them.

The system is built on a set of algorithms that are concerned with stacking, calculating the shortest rectilinear distances between departments, adjacency matrix system, modifications capabilities, and plans main aisles surrounding each department.

The program gathers the importance of both the adjacency relationships and the distances between departments in a way that depends on the concept that the adjacency score should not be nullified just because the two departments are no longer strictly adjacent. It rather considers that the adjacency score fades away gradually with the increase of distance between the two departments which leads to a main difference in distance consideration.

The purpose of this paper is to present the essence of the Jordan Quality Award (JoQA) that has been developed and implemented in Jordan. The award characteristics, framework, examination criteria, objectives, benefits and comparative assessment are described. The JoQA is benchmarked with two international quality awards: Malcolm Baldrige National Quality Award and European Quality Award.

In order to investigate the experiences of companies and gain feedback on the award's benefits, achievements, problems, and criteria weights, a questionnaire was developed. A sample of 49 companies which had applied for the award was selected to test a set of hypotheses regarding the award's objectives, benefits, problems, and criteria weights, and to determine areas of weaknesses and potential improvements.

The testing of the hypotheses shows that the objectives of the award, externally, and internally viewed benefit were achieved. However, various implementation problems exist. Based on the findings, a recommended change is proposed for the weights of the award criteria.

The study is based on a relatively small number of companies who had participated on one occasion in the award's process. Although the findings confirm the theoretical framework, more empirical work is needed to better understand the award's impact over a longer time span. Further research should also identify if and how the award influences the participating companies in managerial, technical and financial aspects.

The paper is unique insofar as it is the first to explore the experiences of users of the JoQA. It contributes to a better understanding of such awards' impact on organizations in developing countries.