ISSN:0277-8556    

DOI:10.1002/npr.4040110102

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractThe roots of total quality management (TQM) go back to the work of statisticians in the 1930s and 1940s and the early writers in statistical quality control. These ideas were transplanted to Japan, greatly improved upon and reshaped, and then reintroduced into American business by the Japanese, who bought and restored many American firms (sometimes in joint ventures), and by defense contractors who were under pressure to develop new ways to fulfill government contracts in the aerospace and weapons industries. Much of what has been written about TQM in the past has stressed mechanistic tools and techniques. This article, however, explores the interpersonal skills and new learning required for managing in a TQM environment.

ISSN:0277-8556    

DOI:10.1002/npr.4040110103

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractIn the early 1980s, W. Edwards Dewing often said he lit many fires but most of them went out. Now, in the early 1990s, Arkansans are fanning the flames of a quality management explosion. The fires of quality started spreading throughout the state in November 1986, when a small band of individuals decided to make local manufacturers aware of the fact that they must change the way they manage to remain competitive. Now, some five years later, quality management continues to flourish—in individual companies, in state government, and in a network of community‐based quality initiatives that reaches deep into the grassroots of the state.

ISSN:0277-8556    

DOI:10.1002/npr.4040110104

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractStarting up a major appliance plant is an enormously complex task involving thousands of projects at numerous locations, all coming together to attain an on‐cost production plan. This task is tough enough to manage when the plant is a greenfield startup in the United States. It is several magnitudes more complex when it is undertaken by a US. company in central Mexico in a new joint venture with a Mexican partner.In such a recent joint‐venture greenfield startup, a major appliance manufacturer went from concept to full production in less than half the normal startup time. According to this case study, giving the technical team bonus incentives helped build the commitment necessary to achieve success.

ISSN:0277-8556    

DOI:10.1002/npr.4040110105

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040110106

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractManagers concerned with enhancing productivity and quality in their organizations want to know how to get the most from employee improvement programs (EIPs). But before they can do so, they need to understand EIP design and purpose. This article reports the findings of a national survey of EIP make‐up and goals.

ISSN:0277-8556    

DOI:10.1002/npr.4040110107

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractIt has been suggested that implementation is a very large part of most public policy problems—in some cases 90 percent of the problem. This cause of failure of many productivity improvement efforts might be mitigated by a systematic approach to the identification of potential obstacles to successful implementation. Such an analysis would take place during the planning phase of the productivity improvement project. This article will present a replicable methodology that public managers can use in this identification process.

ISSN:0277-8556    

DOI:10.1002/npr.4040110108

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractIf a gainsharing plan is successful at one facility, should it not work equally well at another, similar facility? This article addresses this question by comparing two gainsharing installations of neighboring facilities in the same Fortune 500 company. Operating results and attitudinal changes at each facility are examined, as well as the reasons for differences in those results. The article concludes by summarizing future plans for improvement. In addition, the accompanying sidebar presents four basic principles that form the foundation for gainsharing.

ISSN:0277-8556    

DOI:10.1002/npr.4040110109

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractRecognizing the need to run a profitable operation and to improve service productivity, many service organizations now use field service management‐based computer systems to support the process of call handling, dispatch, call tracking, call closeout, and logistics support, and to provide management with the data needed to report on performance.But computerized service management systems alone cannot guarantee improved productivity and responsiveness and reduced equipment downtime. However, as Frontier Refreshment Services (FRS), an organization that services more than fifty thousand Coca‐Cola syrup and drink dispenser machines in the United Kingdom, discovered, a combination of advanced service management systems and additional breakthrough technology can do the trick. FRS operates a force of 105 field service engineers and seventy installation engineers who install, maintain, and repair drink dispenser equipment through out the United Kingdom. The firm's experience in using an integrated system to optimize service operations is outlined in this article.

ISSN:0277-8556    

DOI:10.1002/npr.4040110110

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY

摘要:

AbstractHow can companies maximize the effectiveness of Just‐in‐Time (JIT) systems? To ensure success, JIT must be well integrated with the other functional policies of the firm and affect all production sources. In addition, it requires cooperation between management and employees.

ISSN:0277-8556    

DOI:10.1002/npr.4040110111

出版商:John Wiley&Sons, Ltd.    

年代:2007

数据来源: WILEY