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The cleaning of food production equipment using cleaning detergents may contaminate the lubricant of the bearings, thereby reducing the bearing service life. The purpose of this paper is to investigate the cause and mechanism of such damage of bearings lubricated by cleaning detergent/water-in-oil emulsions.

The emulsion was prepared by adding a mixture of cleaning detergent and water in one base oil. A self-designed ball-on-disc optical interference test rig was applied to examine the effect of emulsion on lubrication and wear of bearing contacts under pure sliding conditions.

The emulsion reduced lubricating film thickness at a relatively low-sliding speed but only when the water concentration (20%) in emulsion was high. Water droplets were trapped around the ball-on-disc contact area under static conditions because of a high capillary force. The emulsion can induce damages on the soft surface in the startup mainly due to the presence of water around the contact.

The basic lubrication behaviour of water/oil emulsions containing cleaning detergent under pure sliding was experimental studied and the mechanism of bearing damage in food production equipment was investigated. Based on the study, the solution to avoid such damage was proposed.

Accident and Emergency (A&E) departments are increasingly popular venues for primary care, causing a serious threat to healthcare quality. This paper reports the development of a comprehensive research method for identifying primary care patients attending A&E. Patients were randomly selected from the four A&E departments across different time periods and different regions in Hong Kong. The definition of GP cases was based on a retrospective record review conducted by a panel of emergency physicians using the standard laid down by the Hong Kong College of Family Physicians. The patients sampled were similar in sex and age distribution to A&E attendees for the whole territory. The level of GP cases was found to be 57 per cent, with a significantly higher proportion of patients in the younger age group. The high level of use reflects the lack of a well co‐ordinated development of primary care services and interfacing with secondary care.

Based on the knowledge management (KM) perspective, innovation diffusion theory and technology-organization-environment framework, the purpose of this paper is to develop a research model to investigate the influence of technological (information technology (IT) support and IT effectiveness), organizational (top management support, sharing culture, and reward system) and environmental (competitive pressure) contexts on the two-stage KM diffusion (KM adoption and implementation) in small and medium enterprises (SMEs).

Data gathered from 119 SME senior managers (including owner, vice president, and business manager) in Taiwan were employed to test the relationships between the research model constructs using the partial least squares approach.

The results showed that technological, organizational, and environmental factors have different effects on KM adoption and implementation stages. Specially, IT support has the strongest effect on KM adoption stage, while sharing culture has the strongest effect on KM implementation stage.

IT support continues to be positively related to the level of KM implementation after adoption. KM diffusion requires managers to invest time and effort to link specific IT support and knowledge-based work activities, since effective IT deployment for KM can help SMEs move toward a knowledge society, which is vital in the contemporary knowledge economy.

Theoretically, the findings of this study contribute to empirical research on contextual factors that influence KM diffusion using a broad data set rather than a few isolated SME cases. From the managerial perspective, given the importance of KM diffusion in modern SMEs and also in the future, the findings of this study are designed to enable owner-managers and practitioners to understand how SMEs KM diffusion is influenced by contextual factors, and how the effects may vary across different stages.

0201 assembly plays a very important role in the continuing miniaturization of electronics products. After a systematic study using Sn‐Pb solder paste on pad design, machine evaluation, component qualification, and process optimisation, this study focused on the PCB assembly process for 0201 packages using Sn‐Ag‐Cu solder paste. The post‐reflow solder defects for a range of different spacings were examined for the different solder pastes.

Many retailers in India have decided to adopt one or another enterprise resource planning (ERP) system to improve their businesses, but implementing an ERP system can be a demanding venture. ERP implementation has always been an intricate process and is one of the challenges of the retail sector. There have been many obstacles seen in implementing ERP successfully. According to Standish Group's report, around 75 per cent of the ERP projects are classified as failures. The purpose of this paper is to focus on the process of identifying, analyzing and prioritizing the failure factors of ERP implementation using cause‐effect and Pareto analysis.

Empirical data were collected via a survey questionnaire/interview technique. The questionnaires were distributed to practitioners like project sponsors, project managers, implementation consultants and team members who had been involved/implementing/using ERP in retail sector.

Results suggest that 9 critical failure items namely Inadequate resources, Poor User involvement, Users' resistance to change, High Attrition rate of project team members, Lack of top management commitment, Poor project management, Inadequate project team composition, Ineffective organizational change management and Unrealistic project scheduling have a high impact on ERP implementation and therefore deserve serious attention in the process of ERP implementation.

This paper identifies and prioritizes the critical failure factors of ERP implementation in Indian retail sector. The awareness about these critical failure items may help the decision makers in formulating a better strategy for ERP implementation in Indian retail.