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The Pension Trust Company (PTC) in Ghana is the sole agency responsible for the management of the first-tier pension scheme as well as processing of claims submitted by beneficiaries for this scheme. The claim processing system at PTC was wrought with significant delays resulting in severe customer dissatisfaction and hardship to retirees. Hence, a new system – Age 54⁺ project – was developed to address the problems related to claims processing. The purpose of this paper is to report on the efficiency gains from the new claim processing system implemented at PTC and to use the philosophies behind the lean operations concept to explain the results.

Data for this study were obtained from the benefits system of PTC for the period 2009–2013. The data consist of a series of benefits processing time for two groups of 56,000 claimants – those cleared under the Age 54⁺ project and those cleared under the old processing system. The processes of the two claim processing systems were analysed and their processing times compared.

The new system – Age 54⁺ – decreased the average processing time for new claims by 20 per cent. The new system is a simple approach which is driven by a “Let’s Start in Time” idea.

The operations management literature suggests that process redesign approaches and the implementation of continuous improvement techniques represent mechanisms for achieving performance improvements at governmental agencies. This study shows and discusses the redesign of a social security scheme process using a lean operation concept of waste elimination method and application of kanban to deliver performance improvement.

Several research studies on Lean Six Sigma (LSS) have been done using the survey methodology. However, the use of surveys often relies on the measurement of variables, which cannot be directly observed, with attendant measurement errors. The purpose of this study is to develop a methodological framework consisting of a combination of four tools for identifying and assessing measurement error during survey research.

This paper evaluated the viability of the framework through an experimental study on the assessment of project management success in a developing country environment. The research design combined a control group, pretest and post-test measurements with structural equation modeling that enabled the assessment of differences between honest and fake survey responses. This paper tested for common method variance (CMV) using the chi-square test for the difference between unconstrained and fully constrained models.

The CMV results confirmed that there was significant shared variance among the different measures allowing us to distinguish between trait and faking responses and ascertain how much of the observed process measurement is because of measurement system variation as opposed to variation arising from the study’s constructs.

The study was conducted in one country, and hence, the results may not be generalizable.

Measurement error during survey research, if not properly addressed, can lead to incorrect conclusions that can harm theory development. It can also lead to inappropriate recommendations for practicing managers. This study provides findings from a framework developed and assessed in a LSS project environment for identifying faking responses. This paper provides a robust framework consisting of four tools that provide guidelines on distinguishing between fake and trait responses. This tool should be of great value to researchers.

Division of motor vehicle (DMV) offices serve a wide swath of Americans in all states and can therefore serve as excellent vehicles to study the quality of public services in the country. However, relatively little attention has been devoted in the academic literature to studying operations in DMV offices, especially as it relates to service quality and productivity. In an attempt to address the same, this paper aims to present the results of a study of DMV offices across the USA through a nationwide survey about vehicle titling and registration services, that received response from 31 of the 50 states and District of Columbia.

The authors use a mixed methods approach – a sequential unequal weight mixed methods approach starting with a quantitative analysis of DMV operational data followed by a qualitative case study approach. The primary data collected for this study were with a nationwide survey of the highest DMV office in each state, conducted through the American Association of Motor Vehicle Administrators. Out of the 50 states, 31 states and District of Columbia responded to the survey. In addition to descriptive statistical analysis performed to glean nationwide findings, Data Envelopment Analysis was used to determine efficiency of operations. Finally, extensive in-person interviews with senior managers of DMV offices in Ohio and Indiana were conducted to get more in-depth information for case studies and identification of best practices.

States exhibit significant variations in labor and capital productivity and based on Data Envelopment Analysis, Texas and Minnesota DMVs are the most efficient in terms of using their labor and capital inputs to maximize the number of transactional services rendered. The authors also find that while operational performance of vehicle titling and registration services is monitored by most DMV offices across the nation, assessment of customer satisfaction received much less attention. Among the states that do well on both are Indiana and Ohio; the case studies presented based on interviews with their officials that also identify best practices.

This research was limited to the USA as are its findings. Additionally, it focuses only on vehicle titling and registration at DMV offices because that represents the bulk of services performed by a DMV and the output is standard across all states. Nonetheless, a future study should be extended to other DMV services.

Given the finding that assessment of customer satisfaction is not widely practiced in DMV offices, DMV officials should address this by putting appropriate systems in place. Additionally, practitioners and state officials can use the findings of this study to develop best practices for their operations and also determine the most appropriate ways to structure the provision of those services that result in enhanced efficiencies and customer satisfaction.

DMV services are among the most widely used services offered by the government in the USA and the overall size and scope of services provided by them across the country is immense. Thus, any improvements in productivity and service quality has significant implications in terms of improving public satisfaction with government services.

To the best of our knowledge, this represents the first nationwide comparative study of DMV offices in the USA that focuses on service quality and analyzes productivity across the states. Additionally, the case study provided at the end of the paper identifies best practices from two states that have received national recognition for service quality which could be adopted by all DMV offices across the USA. The findings also conform/strengthen numerous hypotheses espoused in existing models and theories from service operations literature by providing evidence in their favor.

The purpose of this paper is to examine the relationship between environmental management practices (EMP) and competitive operational performance with respect to reduced cost, improved quality, improved flexibility and improved delivery as well as overall environmental performance, of firms, using data from a developing country.

The study employed a survey approach with responses from 164 informants from different industries and used partial least squares structural equation modeling to examine the relationship between EMP and competitive operational performance and their overall impact on the environmental performance of firms.

The results indicate that EMP by firms have a significant positive effect on firms’ competitive operational performance. Again, firms’ competitive operational performance has a partial positive effect on the overall environmental performance. It was also realized that the EMP initiated by a firm have a direct positive impact on the overall environmental performance of the firm.

There is the need for organizations to take steps to plan and implement EMP since it is likely to enhance their competitive operational performance as well as their overall environmental performance.

The findings demonstrate the impact of EMP on competitive operational performance as well as on the overall environmental performance of firms. This is important as firms struggle with balancing investments in those practices against the perceived benefits that might be obtained from the practices.

The work provides insights and adds to the literature in the area of EMP and firm performance by providing evidence from a developing country environment. This study is among the few that have investigated the impact of EMP on firm performance in developing country environments.

The purpose of this study is to demonstrate in the context of quality assurance (QA), how stakeholders define quality education and its connections to maximize value for the stakeholder using a grounded theory approach.

A four-stage research design using grounded theory methodology was used to develop and elicit a theory, after which a single-case study design with embedded coding and analysis was used to examine the QA – Maximize Value for stakeholder’s relationships. The sample consisted of 16 participants who had visibility over the entire QA – Maximize Value relationship, were knowledgeable, willing to participate and had between 4 and 12 years’ higher education experience. The data was collected through focus, elite groups and in-depth interviews based on the participants’ perspectives of their experiences. The collected data was subjected to content analysis. The following research questions focused on: definition of QA, the definition of quality education and stakeholders’ expectations for the education setting.

The study identified 10 categories that drive the QA – Maximize Value for stakeholder relationships in higher education settings. The categories are, namely, the definition of QA; definition of quality management; value for governing council; value for lecturers and staff; value for students; value for employers; value for government; definition of quality education; continuous improvement; and QA in universities. The main findings of the research related to “how” and “why” QA create value for stakeholders. The results of the study indicate that the governing council representatives’ (key stakeholders) expected value creation through improved management and proper education policy. The expected value creation for lecturers and university staff included career advancement, good working conditions of service, remuneration and the excellent performance of students. The paper finds that QA in higher education is contingent on senior management commitment to the strategic decision on overall objectives, management of the facility, financial and human resources, which are geared toward ensuring effective teaching, student learning and value maximization for all stakeholders.

The limitation of the study is that the major stakeholders considered were all from universities. Other stakeholders such as employers from the industry and other sectors should be included in a future study.

Based on the study findings, two major implications for training of senior management, deans and heads of departments in the concepts of QA to maximize value for all stakeholders; and the QA system selected for the university must be “fit for purpose” were drawn, leading to recommendations for future practice. These findings can help universities to develop strategies that improve educational quality and maximize value for all stakeholders. The authors suggested some propositions that can be examined in-depth in future research endeavors so as to enhance the understanding of the predictors of QA in education and the expectations of different stakeholders.

The originality of the study lies in the perspective of experienced participants who had visibility over the entire QA –Maximize Value relationship and were knowledgeable. Based on the use of the grounded theory approach and the view of major stakeholders used in this research, the findings emphasize the stakeholders’ – driven definition of quality education that focuses on value maximization for all stakeholders. This is different from the majority of the existing definitions in the quality literature that are primarily standard-driven, focusing on meeting a pre-defined set of standards, specifications, requirements and are set internally or externally. The approach provides an opportunity to increase the credibility and rigor of grounded theory research.

The purpose of this paper is to test the cumulative capabilities theory of manufacturing strategy against the capabilities tradeoffs theory in a less‐developed economy. It also aims to test whether the sequential development of capabilities follows the same order prescribed in the sand cone model.

Specific hypotheses on the relationships among the four manufacturing strategy components of cost, delivery, flexibility, and quality were stated. Data were collected from 126 manufacturing firms in Ghana. Statistical analyses included correlation, factor analysis, and multiple regression analysis.

As with previous studies, the evidence here supports the cumulative capabilities theory. However, tradeoffs between the capabilities of quality, cost, delivery, and flexibility were not found. In addition, the sequence of capability development was found to be different from that in developed economies, with cost being second in importance after quality. This is postulated to be due to the substantially different economic conditions in Ghana.

The findings of this research provide guidelines to managers, particularly in developing economies, on the sequence of manufacturing capability development that is most likely to occur as they seek lasting improvements in manufacturing performance.

This paper provides findings from a less‐developed economic environment that is typically not included in manufacturing strategy research – Ghana. The consistency of the results with those obtained in more advanced economies provides additional evidence for the cumulative capability model.

Past research has identified factors that are important to the successful implementation of enterprise resource planning (ERP) systems. However, the identification of these factors has often been based on the perceptions of senior members within organizations that are implementing these systems. In this study, the perceptions of managers and end‐users on selected implementation factors are compared. Understanding if differences exist in the perceptions of different groups within an organization and the nature of these differences can help implementers develop appropriate intervention mechanisms such as training and communication that can lead to successful ERP implementation.

Just‐in‐time (JIT) production has received a great deal of attention worldwide in the last couple of decades. Most research has examined the effects of the JIT philosophy and practice in developed countries (such as the USA, Canada, and Australia). Barring a couple of studies, not much attention has been paid to the study of the implementation of JIT in less developed countries. Based on a survey of 48 manufacturing firms in Ghana, this paper examines the implementation of JIT production systems in a developing country. The results suggest that Ghanaian manufacturing firms which have invested in JIT production systems are different from firms that have not invested in JIT production in terms of their efforts in employees’ training, setup time reduction, cellular manufacturing, continuous quality improvement, and supplier partnership. At the same time, JIT firms are not significantly different from non‐JIT firms with regard to the use of measurement systems.

This paper presents the results of a case/simulation study that evaluated a number of potential maintenance policies for a flexible manufacturing system (FMS). Empirical data were used to structure the operation of the FMS, and to simulate its failures and repairs on the shop floor. Five maintenance policies – corrective, 30‐day preventive, 90‐day preventive, on‐failure opportunistic, and 30‐day opportunistic – were compared on four performance criteria: equipment utilization, machine downtime, through‐put, and average flow time. The “30‐day opportunistic” policy performed best overall, although the “corrective” policy was a close second, outperformed only in the area of equipment utilization. The “on‐failure opportunistic” policy performed poorly on every measure of system performance.