ISSN:0277-8556    

DOI:10.1002/npr.4040140202

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040140203

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040140204

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractHow does a government agency go from potentially losing its most important customers to winning the Federal Quality Institute's Quality Improvement Prototype Award? In the case of the Naval Undersea Warfare Center Division in Keyport, Washington, a series of proactive steps instilled a total quality culture at the facility, geared to enhance customer satisfaction and operational efficiency.

ISSN:0277-8556    

DOI:10.1002/npr.4040140205

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMore and more government organizations are implementing Total Quality Management programs. One of the initial steps in doing this is to conduct an organizational assessment of employees' attitudes toward quality‐related principles and practices. Thus, an organization can determine the degree of its quality orientation and uncover opportunities for bolstering interest in and support for quality improvement. This article discusses the quality assessment efforts of a Midwest government agency and examines the challenges it faces in achieving successful TQM implementation.

ISSN:0277-8556    

DOI:10.1002/npr.4040140206

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThis article describes a study of problems with the operation of a military base pharmacy. The investigation was accomplished using statistical quality control and operations management tools, including Pareto analysis, survey techniques, and layout analysis. An analysis of customer complaints showed that the time to fill new prescriptions was the major cause of customer discontent. A process action team (PAT) approach was used to ensure that recommended solutions were compatible with local resources.

ISSN:0277-8556    

DOI:10.1002/npr.4040140207

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractFord Electronics Manufacturing Corporation's Markham, Ontario, plant won the 1994 Shingo Prize for Manufacturing Excellence thanks to a comprehensive waste reduction program begun during the late 1980s. This article outlines the unique approach taken at the plant to implement its program, which concentrated on inventory management, floor space utilization, and employee empowerment.

ISSN:0277-8556    

DOI:10.1002/npr.4040140208

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMany companies are improving their business planning process to include the proper inputs, focus on fewer priorities for improvement, and improve communication of the plan to all levels of the organization. Unfortunately, when it comes time to reap the benefits, these plans often fall short in producing desired business results. The reasons for failure are varied, but can include poor management reviews, lack of analysis, lack of accountability, poor cross‐functional coordination, and poor translation of the strategic objectives to all levels of the organization.Core process deployment, however, can help an organization achieve outstanding business results. Through this procedure, outcome metrics, which measure the various stakeholders' needs, and process or upstream metrics, which act as control points or predictors of outcome metrics, are determined for each core process. In addition, process owners and contributors are identified, and functional and cross‐functional objectives and targets are set for each process consistent with the strategic objectives of the organization. As this article shows, the aligned metrics, objectives, and targets are ultimately cascaded from the top of the organization to the bottom, helping the organization to realize its goals for improvement.

ISSN:0277-8556    

DOI:10.1002/npr.4040140209

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractWhat can a company do to reduce costs and eliminate non‐value‐added activities from the production process? As this article shows, it may be necessary to cost away some long‐cherished ideas about standard manufacturing practices.

ISSN:0277-8556    

DOI:10.1002/npr.4040140210

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractProductivity and service quality often suffer during periods of rapid organizational growth, but this has not been the case at NationsBank. While pursuing an aggressive acquisition strategy, the company has been able to control expenses and improve customer satisfaction through the systematic application of reengineering principles in five of its centers for international operations. What's more, by using a strongly participative and bottom‐up approach to reengineering, NationsBank has achieved consistent productivity and quality gains companywide, while remaining sensitive to the needs of employees and customers at every location.

ISSN:0277-8556    

DOI:10.1002/npr.4040140211

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY