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This research covers a rather unexplored area of customer relationship management (CRM) by questioning the mechanism between on the one hand the Pareto-principle and on the other hand traditional non-IT supported operational CRM processes. Thus, the paper aims to explore whether a minority of processes and process-aspects deserves credit for achieving a majority of CRM goals.

A qualitative approach is the most appropriate due to the assumption that access to the reality of a situation is only possible through social construction. A qualitative approach seeks to answer questions posed by studying different social settings. As noted by Berg, qualitative techniques make it possible for researchers to participate in understanding and perceiving others, as well as permitting them to discover how people structure their daily lives to make them more meaningful.

The questioned mechanism of on the one hand traditional non-IT supported operational CRM process-aspects and on the other hand the Pareto-principle is confirmed by the majority of interviewees who answered affirmatively to small things making big differences in customer contact.

Regarding the limitations of this study, the results are hard to generalise as the research context depends on a single case study. However, the high levels of detail that allows for greater insight into manufacturing SMEs in HGV-Trailer that want to adopt non-IT support operational CRM where there is lack of financial resources justify the choice of this case study.

This study is important for management to focus and develop social on top of technical competencies. This was clear from the importance of social intercourse as the glue that links all the non-IT supported operational processes from break down to invoices. It helps in removing the uncertainty from the view point of customers and highlights the importance of the care that companies need to give to the human side of the process more than objectifying things. Moreover, the finding provides an important implication for practitioners involved spare-parts purchasing process and the warranty claiming process should continuously assess whether they operate in support of a breakdown or not and subsequently use this insight to prioritize their tasks.

This research tried to answer how the Pareto-principle applies to traditional non-IT supported operational CRM process-aspects by concluding that the first social intercourse, as well as problem ownership, belongs – from a customers' viewpoint – to the “vital few” leading to “trivial many” results of rational and emotional nature. This is especially true in the breakdown process, and processes that operate in support of breakdowns.

Internet of Things (IoT) interconnects many heterogeneous devices to each other, collecting and processing large volumes of data for decision making without human intervention. However, the information security concern it brings has attracted quite a lot of attention, and, at this stage, the smart step would be to analyze the security issues of IoT platform and get to the state of readiness before embarking upon this attractive technology. The purpose of this paper is to address these issues.

IoT risk assessment through the application of the analytical hierarchy process (AHP), a favorite multi-criteria decision making technique, is proposed. The IoT risks are prioritized and ranked at different layers, before which a well-defined IoT risk taxonomy is defined comprising of 25 risks across six layers of the IoT model for developing control and mitigation plans for information security of IoT.

People and processes layer, network layer and applications layer are the top three critical layers with risks like the lack of awareness, malware injection, malicious code injection, denial of service and inefficient policies for IoT practice get the highest priority and rank. Pareto analysis of the overall risk factors revealed that the top ten factors contribute to 80 percent of the risks perceived by information security experts.

The study focuses only on certain predefined constructs or layers of the IoT model traced from legacy studies. It is essential to re-look these constructs on a timely basis to prolong the results’ validity. The study’s empirical scope is confined only to the risk perception of select IoT experts and does not encompass a broader segment of the IoT ecosystem. Therefore, the risks assessment may not be sweeping to a bigger audience.

The study implications are two-fold: one it consolidates the earlier siloed works to intensify the need for risk assessment in the IoT domain, and second the study brings yet another contextual avenue of extending the application AHP and Pareto principle combination. The paper also draws specific critical organizational interventions about IoT risks. A comprehensive approach to prioritizing and ranking IoT risks are present in this research paper.

The contribution of this study to the benchmarking of IoT risk assessment is two-fold. One, a comprehensive risk assessment taxonomy is proposed, and two, the risks are prioritized and ranked to give a convincing reference for the organizations while making information security plans for IoT technology.

Vilfredo Pareto was a late nineteenth‐century economist/sociologist who first noted and reported his observation that about 80 percent of wealth was concentrated in about 20 percent of a population. This is the basis for what we now call the Pareto Principle.

The main objective of this paper is to examine the existing literature on food safety assurance systems and record the vital critical factors that affect the implementation of these systems, in the context of the global food‐processing sector, for the benefit of researchers and industries.

A range of published (1995‐2008) articles on food safety is explored that lists the motives for and the barriers to the implementation of the Hazard Analysis of Critical Control Point plan in descending order of frequency of occurrences. The barriers and motives in this study are referred to as “critical factors of effective implementation” (CFEIs). In addition, the Pareto analysis quality tool was used to sort and arrange the above‐mentioned barriers to and motives for CFEIs of the HACCP system implementation according to their order of criticality.

The examination and analysis of 31 studies resulted in the identification of 32 factors that affect HACCP implementation. Difficulties exist in managing such a large number of factors in organisations; hence a few vital CFEIs are identified and reported herein, such as the most significant for the HACCP implementation.

The present study will direct researchers in selecting a more reliable and critical set of CFEIs that will be used in further empirical studies and may help to develop models which measure and sustain the level of performance on safety systems in industries. Industries can also benefit by adopting the results of this study, resulting in a more effective implementation of food safety and quality systems.

This paper highlights and prioritises the difficulties hitherto faced by food companies in the effective implementation of food safety systems. The results of this study will help in a smoother and more effective penetration of food safety and quality systems in food organisations.

To provide a decision support tool for long‐term management of subcontractor supply chain for achieving better quality in construction.

Defects on three construction projects are investigated through direct observation, document analysis, and interviews. A method to analyse and present defects information as an aid to decision making in relation to subcontractor supply chain management is proposed, and its application is illustrated by using the information obtained from the study.

The importance of managing the subcontractor supply chain to reduce the incidence of defects is established. The nature and extent of the defects, along with what caused them, are discussed. Method for conversion of raw data into a decision support tool is presented.

The data collection method was limited in that it was not based on continuous full‐time observation. Such presence by independent observers for full duration of the project would provide more accurate information.

A useful tool for the construction industry in view of the fact that most of the construction work is now done by subcontractors and the head contractors primarily act as project managers.

The concept of using Pareto analysis/histogram for managing quality has been around for a considerable period of time. This paper converts it into a more efficient and useful decision support tool.

This article discusses the total quality management (TQM) movement and then elaborates about W. Edwards Deming’s experiences and views. Finally, there is a comparison of total quality management and the Deming approach to quality management. The TQM movement was attractive to many organizations during the 1980s and the first half of the 1990s. To succeed, total quality management had many long‐term require‐ments. One of these was that top management must have a passion for the subject. Without this sustained passion top management’s attention and energy towards TQM would be diverted to other pressing needs. While Deming insisted that there was no “instant pudding”, many consultants in establishing themselves with a client suggested short‐term gains. Because of this search for short‐term gains, process improvement and reductions in cycle time became very popular and in some cases a final objective. Unfortunately, after they ran their short‐term course, many efforts collapsed and TQM was often declared a failure.

This research is focused on the application of reliability‐centred maintenance (RCM) in a chipping and sawmill company. The aim of the study was to illustrate the application of RCM in a chipping and sawing mill.

RCM is a structured process, which develops or optimises maintenance requirements of a physical resource in its operating context in order to realise its inherent reliability by logically incorporating an optimal combination of reactive, preventive, condition‐based and proactive maintenance practices. A detailed analysis of the RCM approach is presented as a step towards improving preventive maintenance (PM) within a sawmill.

The study shows that the way that PM tasks are specified is a good indicator of the effectiveness of the PM program and could be a major source of maintenance‐related downtime. It is also revealed that most maintenance programs, which purport to be proactive, are in fact reactive. The paper also shows that RCM can be successfully applied to industries anywhere; even in less industrialized countries.

The paper focuses on a pilot study of a section of a chipping and sawmill. The development and implementation of the RCM approach is elaborated based on a pilot program in the edging unit of a sawmill company. Further application to the entire plant, albeit time‐consuming, is recommended.

Application of RCM in sawmill industries, within developing countries, has had limited application. The paper demonstrates that regardless of technological challenges in less developed economies, maintenance approaches such as RCM can still be fruitfully applied in order to achieve maintenance excellence. The paper should be useful for maintenance practitioners and researchers, particularly in less industrialized countries.

Suggests a list of TQ “giants”, with some notable exceptions (Deming, Taylor), and concludes that Joseph Juran was pre‐eminent among them.

The purpose of this paper is to examine new leadership approaches for competing in a flat world. Among the many demands placed on twenty‐first century leaders is the need to develop entirely new business strategies. Decision making must take into account many complex interactions and multiple scenarios. Yet strategic time horizons are becoming more compressed, requiring shorter planning cycles. Even if the right strategy is formulated, execution is often difficult. In addition, in today's dynamic market environment, both strategy and execution need to be quickly adjusted as conditions change.

The nine‐tiered framework presented has been successfully applied by the authors in a variety of settings. The approach integrates top‐down strategic planning with bottom‐up execution, all within the context of a knowledge‐based organization.

The paper finds that the ability of an organization to compete in a flat world is enhanced when all elements of the enterprise are in close alignment. A key role of the leader of the enterprise of the future is to create and maintain this alignment.

Through the application of this framework, organizations can improve in several ways that are critical to competing in a flat world. The main benefit is the improved speed and agility that comes from close organizational alignment. Tight coupling of organizational elements allows an enterprise to move closer to the goal of learning, innovating, and executing at the speed of change in the marketplace. In addition, forward‐looking organizations will benefit from: gaining the ability to identify critical knowledge gaps, opportunities, and risks; maximizing efficient and effective use of available resources; overcoming cultural barriers which inhibit execution and resist change; improving organizational performance through better measurement and tracking; and more effective leadership.

The foundations of quality management have been laid throughout the history of civilization. Since the dawn of industrialization, as a consequence of an increasing division of labor, the approach has evolved dramatically in terms of analytical tools and organizational practices. This evolution is outlined in this chapter. Starting from an overview of the different possible meanings of quality, the phases characterizing modern quality management (e.g., quality control, quality assurance, etc.) are described. Geopolitical and macroeconomic considerations are factored in to account for an uneven development across countries (e.g., Japan vs US). A general trajectory is traced as the scope of quality has constantly broadened to encompass not only the product, but also interorganizational processes and the impact on the environment and the society of the company activities. Against this backdrop, the current phase is seen as a polarization between a “classic” engineering approach and a more holistic view, questioning the same boundaries of the discipline.