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11 – 19 of 19
Article
Publication date: 1 April 2004

Zoe J. Radnor and Ruth Boaden

“Lean working”, “leanness” or “lean” are terms that can be used to describe “doing more with less” i.e. improved utilisation of an organisation's resources. This paper outlines…

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Abstract

“Lean working”, “leanness” or “lean” are terms that can be used to describe “doing more with less” i.e. improved utilisation of an organisation's resources. This paper outlines the concept of leanness before developing thinking to describe a state of “corporate anorexia” – the inability to utilise or balance effectively the facets/resources of the organisation. There may be a variety of causes of this state of anorexia; this paper will not however consider all of them in detail, since its main focus is around identifying the characteristics of an anorexic organisation. The case study analysis presented focuses on the process of change undergone by an organisation when becoming lean and the extent to which this may result in corporate anorexia. A review of literature is used to develop a set of questions that can be used to consider the impact of the process of change to a state of leanness on various facets of the organisation, and in particular the way in which they balance with each other. These questions are then applied to some case studies in order to assess how lean an organisation is, and conclusions drawn about what the cases show in relation to both leanness and anorexia.

Details

International Journal of Operations & Production Management, vol. 24 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 August 1997

Martin Spring and Ruth Boaden

Examines the manufacturing strategy framework developed by Hill and its development, comparing it to work in manufacturing strategy and other related fields. Discusses Hill’s…

5426

Abstract

Examines the manufacturing strategy framework developed by Hill and its development, comparing it to work in manufacturing strategy and other related fields. Discusses Hill’s distinctive concepts of order‐winning criteria and order‐qualifying criteria. Also raises issues relating to manufacturing strategy more generally. Concludes that strategy is now about the very ability to change, not just about choosing the “right” change to make.

Details

International Journal of Operations & Production Management, vol. 17 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 2 September 2013

David Bamford, Katy Rothwell, Pippa Tyrrell and Ruth Boaden

This paper aims to report on the approach to change used in the development of a tool to assess patient status six months after stroke (the Greater Manchester Stroke Assessment…

Abstract

Purpose

This paper aims to report on the approach to change used in the development of a tool to assess patient status six months after stroke (the Greater Manchester Stroke Assessment Tool: GM-SAT).

Design/methodology/approach

The overall approach to change is based on the Promoting Action on Research Implementation in Health Services (PARiHS) Framework, which involves extensive stakeholder engagement before implementation. A key feature was the use of a facilitator without previous clinical experience.

Findings

The active process of change involved a range of stakeholders – commissioners, patients and professionals – as well as review of published research evidence. The result of this process was the creation of the GM-SAT.

Practical implications

The details of the decision processes within the tool included a range of perspectives; the process of localisation led commissioners to identify gaps in care provision as well as learning from others in terms of how services might be provided and organised. The facilitator role was key at all stages in bringing together the wide range of perspectives; the relatively neutral perceived status of the facilitator enabled resistance to change to be minimised.

Social implications

The output of this project, the GM-SAT, has the potential to significantly improve patients' physical, psychological and social outcomes and optimise their quality of life. This will be explored further in future phases of work.

Originality/value

A structured process of change which included multiple stakeholder involvement throughout, localisation of approaches and a dedicated independent facilitator role was effective in achieving the development of a useful tool (GM-SAT).

Details

Journal of Health Organization and Management, vol. 27 no. 5
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 1 August 1999

Ruth Boaden, Nathan Proudlove and Melanie Wilson

This paper analyses the role of bed managers and the processes involved in admission, stay, transfer and discharge of patients in the hospital setting. The paper seeks to begin a…

11114

Abstract

This paper analyses the role of bed managers and the processes involved in admission, stay, transfer and discharge of patients in the hospital setting. The paper seeks to begin a discussion of the difficulties entailed in the allocation of beds within the context of confined resources. This is achieved by: a review of the somewhat sparse literature on bed management and associated issues; the development of frameworks of analysis with regard to what bed managers do and the information used to support the bed management function; and an explication of results from fieldwork. This is followed by a discussion of the scope of responsibility and career role of the bed manager as well as the potential and problems of bed data. Contacts with others investigating this field and other trusts indicate that the situation in Greater Manchester may be typical of most areas.

Details

Journal of Management in Medicine, vol. 13 no. 4
Type: Research Article
ISSN: 0268-9235

Keywords

Article
Publication date: 24 July 2007

Claire Moxham and Ruth Boaden

The purpose of this research paper is to identify the impact of contextual and processual factors on the development, use and impact of performance measurement systems in…

4889

Abstract

Purpose

The purpose of this research paper is to identify the impact of contextual and processual factors on the development, use and impact of performance measurement systems in voluntary and community organisations.

Design/methodology/approach

The paper reviews the applicability of business and public sector performance measurement frameworks to voluntary organisations. It presents the findings of a study through four case studies and draws conclusions on the impact of measurement systems in the voluntary sector.

Findings

The research identifies a low utilisation of performance measurement frameworks and discusses what systems are currently used, how such systems are administered and the impact of measurement on performance.

Research limitations/implications

The evidence is based on four micro‐voluntary organisations that receive public sector funding. The findings are based on the perceptions of the organisations delivering the services and illustrate the relationship between the public and voluntary sectors. Further, cases utilising a range of stakeholders should be studied to examine the validity, reliability and generalisability of the presented results. However, given that there is practically no empirical evidence at all on this issue at present, the study provides useful evidence that can be further developed.

Practical implications

The research findings present contextual and processual barriers to measuring the efficiency and effectiveness of voluntary organisations. For performance measurement frameworks to support current practice, these barriers need to be recognised and addressed.

Originality/value

The paper highlights performance measurement implications for a sector that is unaccustomed to scrutiny. As little research has been conducted within this sector, these findings contribute to the body of knowledge.

Details

International Journal of Operations & Production Management, vol. 27 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

Content available
Article
Publication date: 6 February 2009

2165

Abstract

Details

International Journal of Operations & Production Management, vol. 29 no. 2
Type: Research Article
ISSN: 0144-3577

Content available
Article
Publication date: 24 July 2007

Mike Bourne, Steven Melnyk and Norman Faull

2358

Abstract

Details

International Journal of Operations & Production Management, vol. 27 no. 8
Type: Research Article
ISSN: 0144-3577

Article
Publication date: 1 July 2006

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

1916

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Popular theory has it that leaders are born, not made. While few would doubt that there is some substance to that claim, logic tells us that the ready packaged leader is the exception rather than the rule. For the majority of us, therefore, it's the way we develop our leaders that can enable them to stand out from the crowd. Many are waking up to the fact that leadership is inextricably linked with organizational effectiveness. Develop the right leaders and the dream of long‐term sustainability becomes ever more attainable. The opposite is, of course, also true. Like most other things, leadership is subject to change. Trends come and go and today's leadership style can quickly become tomorrow's relic. Only those models with one eye on the future are able to stand the test of time. There is growing belief that transformational leadership is one such model. Instead of a total focus on specific organization objectives that is typical of transactional leadership, this open‐ended style places more emphasis upon innovation and vision. Recognizing and developing the ability to lead is at least as important as achieving any number of defined outcomes.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 20 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 16 October 2009

Christer Karlsson and Chris Voss

In 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is…

2307

Abstract

Purpose

In 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is to review the origins and foundations of today's EurOMA and how it has progressed to being a vibrant and successful organisation.

Design/methodology/approach

The review draws on archived documents, especially newsletters and board minutes, as well as memories of all of those involved.

Findings

The review shows an important evolution from two groups of like minded individuals, through building annual conferences and brings these together as one. It then shows how it has evolved both through formalisation of its activities, building international links and, most importantly, developing a portfolio of activities to develop and support young researchers.

Research limitations/implications

Where records are not available, the paper draws on individual memories of events from a long time ago.

Originality/value

As well as providing an invaluable record, it can provide a model for the development of similar organisations.

Details

International Journal of Operations & Production Management, vol. 29 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

11 – 19 of 19