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Continual improvement for competitive advantage is not the primary policy of organisations, either in theory or practice. A deductive rationale is presented for the emerging need to make “continual improvement for competitive advantage” the primary policy of any organisation. This is based on the inexorable acceleration of technical change and the Darwinian selective pressures of competition. Giving primacy to continual improvement naturally gives a different slant to company policies, strategies and objectives by subordinating them. Systematic continual improvement policy generates particular emphasis on people, planning, performance measures and procedures. Inductive study reaches similar conclusions but lacks the cogency of a rational framework. A continual improvement policy is a touchstone for the choice and use of planning and operational practices. A game plan for continual improvement is illustrated that integrates the planning, operation and evaluation of performance for the whole operation, its divisions and their personnel. The self‐assessment questionnaire technique offers a quick insight into an organisation′s preparedness for gaining competitive advantage through continual improvement.

The purpose of the paper is to study the interconnections between visual management, performance management and continuous improvement programmes and to suggest a practical framework to establish an effective visual management programme in association with performance management and continuous improvement systems. For the sake of simplicity, this paper refers to such a programme as integrated visual management (IVM) throughout this paper.

The following research included proposals and discussion, which were based on a case study which took place at a quality assurance (QA) department in PACCAR Australia, a global premium truck manufacturer, as well as authors’ own findings and experience, in addition to a literature-based review on visual management, performance management and continuous improvement. A systematic approach was followed to establish an effective IVM system. This paper is composed of two sections. Some of the most important literatures on visual management, performance management and continuous improvement are reviewed in the first section. Then the findings, as well as some other author findings, on why visual management works are summarised. The second section is dedicated to the case study.

Visual management can provide a simple and yet effective solution to enhance information flow in organisations. However, for visual management to yield its full benefit, it needs be part of a bigger plan. It has to be linked to a performance management programme, which provides input into visual management, and a continuous improvement initiative, which receives inputs from visual management. This paper proposes a practical framework to establish an IVM programme and provides a detailed description of its phases. The paper also presents the results achieved, during our case study, and views on the integration benefits, as well as on how to successfully implement an IVM programme. A systematic approach to establish an effective IVM system was followed. It laid a solid foundation to facilitate an effective flow of information in QA in its respective areas. This programme not only improved an understanding of the processes and raised awareness about the performance and associated issues, it also boosted transparency, discipline, shared ownership, team involvement and scientific mindset. It assisted in achieving significant and concrete process improvements. It helped in establishing a productive continuous improvement programme. It was observed that while visual management, performance management and team or company continuous improvement programmes each served a benefit individually, when they were linked together, as a whole, their synergy allowed for more significant achievements.

The scope of this research is limited to use of visual management to manage performance and to lead continuous improvement initiatives. The research was performed in a manufacturing environment. Even though it is believed that the suggested framework for IVM and the findings are applicable to other business environments as well, further research in this direction is required. Also, the interconnection between visual management, continuous improvement and performance management based on a case study was investigated. More quantitative researches, on bigger scales, are required to better understand the mentioned interactions and to enhance our knowledge of these tools in a holistic manner.

The originality of the papers comes from its holistic approach to visual management, performance management and continuous improvement programmes and the suggested framework to establish an IVM programme.

Internal capital markets of diversified firms have been associated with inefficient allocation of investment funds across divisions, leading to value losses. Utilizing a sample of diversified firms that adopted or eliminated Residual Income (RI) plans between 1990 and 2009, we show that adoptions of these plans mitigate investment distortions and lead to value gains. Following the adoption of RI plans, diversified firms start allocating investment funds based on growth opportunities of their divisions. RI plan adopters lower their divisional investment levels, especially in segments with below-average growth opportunities. The overall investment allocation efficiency improves, and the diversification discount diminishes after the adoption of RI plans. However, RI plans appear to be used only as temporary tools for assessing corporate performance. The plans are adopted primarily by firms expected to immediately generate plan bonuses for management, and they are frequently eliminated by firms with bad accounting performance and low managerial bonuses. The study contributes to the literature on organizational efficiency, internal capital markets, and on the importance of measures based on economic profits or RI.

Performance management is a key issue in the construction industry as a result of complex internal and external factors. Large construction organizations are implementing performance management models to improve business processes, products and management of people to facilitate continuous improvement. This study investigates the implementation of performance management models in large construction engineering organizations. First, a brief review of the drive for performance improvement and the strategic considerations for the adoption of performance management models is carried out with specific reference to the Balanced Scorecard and the EFQM Excellence Model. Second, using case studies of large construction engineering organizations, the findings from the implementation of performance management models are analysed and discussed. It is shown that whilst progress has been made in the implementation of performance management models in large construction organizations, significant challenges remained at the planning, deployment and assessment and review stages. This includes the motivation for performance management, leadership and resources, communication mechanisms, measurement and data collection techniques and the role of knowledge management. Performance management models provide a basis to develop strategy for sustaining longterm business objectives, and more construction organizations will adopt such innovative tools to facilitate continuous improvement, as the business benefits become clear.

The purpose of this study was to propose a tool for evaluating implementation of strategic performance management (PM) by examining the strategic PM practices in public universities in Uganda.

Literature was reviewed and the general features of PM practices were identified. These were captured in a survey instrument which was later administered to staff in selected universities in Uganda to determine the extent of strategic PM implementation. Principal component analysis was conducted to cluster similar variables together with an aim of identifying the focal areas for determining the extent of strategic PM practices implementation in a university.

Strategic PM in public universities in Uganda exists and is aimed at achieving quality. Despite its existence, respondents generally disagreed that: an effective PM system exists in their respective universities, PM training is continuously provided to managers and staff and a formal process exists for units to provide feedback on the attainment of goals. Findings further revealed that implementation of PM practices in universities could be evaluated based on five foci, namely, alignment of organisational vision, mission, strategy and individual performance goals; staff involvement in PM implementation at unit level; existence of an improvement plan; existence of a performance evaluation plan; and staff awareness and understanding of PM.

The study focussed on only public universities in Uganda; hence, another study could be conducted considering all universities, both private and public. The list of items from literature may not be exhaustive hence additional PM practices that were not included in this tool should be identified from literature to enrich the evaluation tool.

This study allowed the development of an empirical list of PM practices which could be used by universities and policy makers to evaluate implementation of strategic PM. Hence, the five foci could be adopted as an evaluation tool for universities with regard to strategic PM implementation. Using these five foci, university managers can identify the grey areas in their PM systems to which management attention could be focussed for improvement.

Despite the increasing desire for effective PM implementation in most organisations the world over, there exists no empirical evidence of institutional PM implementation in public universities in Uganda. Besides, to the best of my knowledge, no study has been previously conducted with the aim of developing a tool for evaluating strategic (PM implementation in universities in Uganda.

The purpose of this paper is to develop a simulation-based value function (VF) that combines multiple key performance indicators (KPIs) into a unified Sigma rating (SR) for system-level performance assessment and improvement.

Simulation is used as a platform for assessing the multiple KPIs at the system level. A simple additive VF is formed to combine the KPIs into a unified SR using the analytical hierarchy process and the entropy method. Value mapping is utilized to resolve the conflict among KPIs and generate a unified value. These methods are integrated into the standard Six Sigma define-measure-analyze-improve-control (DMAIC) process.

Simulation results provided the Six Sigma DMAIC process with system-level performance measurement and analysis based on multiple KPIs. The developed VF successfully generated unified SRs that were used to assess various performance improvement plans.

The accuracy and credibility of the results obtained from using the proposed VF are highly dependent on the availability of pertinent data and the accuracy of the developed simulation model.

The proposed approach provides Six Sigma practitioners and performance mangers with a mechanism to assess and improve the performance of production and service system based on multiple KPIs when conducting Six Sigma studies.

This paper contributes to the previous research by handling multiple KPIs in Six Sigma studies conducted at the system level using simulation and VF. The research also provides guidelines for using the different methods of weights assessment to form the VF within the DMAIC process.

Since 1987, 17 businesses have won the US Baldrige Quality Award, established to promote awareness of quality management among US businesses. Assesses the financial and competitive performances of these 17 companies. Previous research with respect to the quality‐performance relationship has shown a positive relationship between quality improvement and financial or market share performance. Finds that while substantial improvements in operations performance characteristics among Baldrige Award winners have coincided with the implementation of quality improvement programmes, these improvements have not always resulted in financial success. Firms should therefore view quality improvement programmes as a method for building a strong competitive foundation, not as a panacea guaranteed to result in economic health.

The purpose of this paper is to develop an innovative method of performance appraisal that will be useful for designing a structured training programme.

Employees' performance appraisals are conducted using new approaches, namely data envelopment analysis and an integrated fuzzy model. Interpretive structural modelling is used to design a training programme for employees.

Performance appraisals using data envelopment analysis focus on output enhancement, while an integrated fuzzy model using quality function deployment (QFD) and multi‐attribute decision‐making focuses on input enhancement. For overall and continuous improvement of employees' knowledge, skills and attributes, this composite model provides an in‐depth analysis and also offers a means for designing a structured and effective training programme through interpretive structural modelling.

In data envelopment analysis, the number of employees for performance appraisal should be equal to or greater than three times the selected number of input and output factors. In the integrated fuzzy model, the number of main factors should not exceed seven for pairwise comparison. The size of the QFD matrix should not be more than 30.

The factors selected for appraisal and the method of appraisal should be known by the employees concerned. Consensus among all those concerned is necessary for effective application and utilization of the model.

This model provides a means to increase the knowledge, skills and attributes of employees by adopting a structured approach to designing a training programme for employees of various categories. The approaches used are well‐established and can be applied in many other fields.

In this paper, approaches used for appraisals and designing training programmes are new to this field of study, although they have been successfully proven in many other fields. The results obtained using these methods are useful for helping management to make decisions on training needs, bonuses, incentives and promotions. For the employees, a structured training programme design improves their KSA, quality and standards.

Discusses how Unisys Ltd in the UK and other leading companies are finding that performance measuring and improving key business processes form a vital part of a company‐wide improvement strategy. Using examples from Unisys, shows how cross‐functional methods of process improvement are being deployed to this end. Discusses the key business processes, breaking these down further into delivery and support processes. Looks at how to exploit the challenges and opportunities to be found in the 1990s and how to structure measuring, improving, planning and controlling the key business processes as part of a company‐wide strategy.

Strategic planning, in the form of school improvement planning, has become the dominant approach to school management in English schools. This has evolved from earlier forms of strategic planning and has significant inherent weaknesses that undermine the extent to which school improvement planning can contribute to the effective management of schools. The development of school improvement planning is examined in this article and its weaknesses analysed. Implied models of school management and leadership, the legacy of school effectiveness and improvement research and the role of the school principal are considered. Based on this analysis, an alternative approach to planning in schools and to school organisation and a more flexible approach to school organisation and leadership is proposed that is grounded in a shorter planning time scale and the development of structures that facilitate involvement, cooperation and collaboration.