Demonstrates how different forms of assembly organization can be classified on the basis of three structural characteristics and analyses the possible relationships between these characteristics and the various dimensions of competitive advantage. Uses the resulting model of the "assembly organization cube" to show that ‐ apart from four "pure" forms of assembly organization ‐ there is a multitude of potential "hybrid" forms, all of which may be expected to support the competitive advantage of the business in different ways from one another. Applies the model to a case study of group working in a clothing manufacturing plant. Explains how the net effects of the move from progressive assembly in batches towards a form of assembly organization incorporating somewhat longer task cycles, tighter coupling, and a more horizontal form of co‐operation have been significant improvements in each of the dimensions of competitive advantage targeted (throughput times, product flexibility, in‐process quality, and production efficiency) as well as an increase in the level of job satisfaction of assembly operators.
AbstractScholars and practitioners alike have argued that performance review is prone to destructive effects and negative outcomes in progressive work organizations with a total quality management (TQM) orientation. Despite its pervasive use and significant consequences at individual, team, and organizational levels across contemporary workplaces, it has remained inadequately explored for its current operational systems and their role in helping employees achieve job mastery and enabling organizations to attain desired quality outcomes. To address this lacuna, this study aims to explore how performance review systems can align with continuous quality improvement in contemporary workplaces that espouse a culture of continuous learning and quality improvement. Given the exploratory and broad scope of the research, it adopts a multiple case study design which offers benefits both in terms of process and outcomes. The findings are indicative of two different performance review systems with very different implications for managing employees and achieving quality outcomes in line with TQM: tactical system with a focus on employee obedience to rigid top‐down control system for achieving conformance quality measures, and a dynamic system with a focus on employee ownership of the quality process for achieving desired quality.
Due to the stricter government regulations on end-of-life product treatment and the increasing public awareness towards environmental issues, remanufacturing has been a significantly growing industry over the last decades, offering many potential business opportunities. In this paper, we investigate a crucial problem apparent in this industry, the remanufacturing lot-sizing problem with separate setups. We first discuss two reformulations of this problem, and remark an important property with regards to their equivalence. Then, we present a theoretical investigation of a related subproblem, where our analysis indicates that a number of flow cover inequalities are strong for this subproblem under some general conditions. We then investigate the computational effectiveness of the alternative methods discussed for the original problem. Detailed numerical results are insightful for the practitioner, indicating that in particular when the return variability increases or when the remanufacturing setup costs decrease relevant to manufacturing setup costs, the flow covers can be very effective.
PurposeThis paper aims to address the question whether or not quality‐driven organisations have, in practice, tended to adjust their performance appraisal systems to integrate total quality management (TQM) requirements.Design/methodology/approachTo do so, the findings of an initial literature survey suggested the combined use of quantitative and qualitative methods for empirical research. The quantitative element consists of a postal questionnaire survey of 64 UK‐based, quality‐driven organisations on the topic of performance appraisal in the context of TQM. Key informants from ten of these organisations were subsequently interviewed in order to gather detailed information on the reasons behind their initial responses.FindingsThe results indicated that only a minority of the respondents were satisfied with their TQM programmes. But this comparative lack of success did not lead them to eliminate performance appraisal altogether, as advocated by Deming and others because of the role of systems‐level causes of performance variation.Research limitations/implicationsOne important question concerns the notion (expounded in much of the quality literature) that a vast proportion of the variance in individual performance is caused by systems‐level features. There is, however, little hard evidence for this view.Practical implicationsBy acquiring the relevant knowledge and understanding of contextually‐appropriate performance appraisal and management, practitioners would be able to translate and mediate TQM requirements into performance appraisal criteria to maintain the integrity of organisational change initiatives aimed at long‐term business excellence.Originality/valueThe research provides a starting‐point for both TQM scholars and managers, and it can serve as a road‐map and a challenge to quality‐driven organisations.
AbstractStakeholders agree on the need to promote innovation in work organization in public services. This article deploys the concept of collaborative innovation to discuss employees' and managers' experiences of a major technology‐driven work redesign project within National Health Service pharmacy services in Scotland. The authors draw on extant literature on New Public Management (NPM) and collaborative approaches to innovation to frame more than 40 in‐depth interviews with managers and employees. They find that key components of collaborative innovation—related to joint problem‐solving, interdisciplinary working, and mutual learning—were important to the success of the redesign project and had positive impacts on job quality for some employees. The authors argue that researchers and policy makers should look beyond NPM‐driven models that have dominated some areas of the public innovation literature to consider the potential added value of collaborative innovation to improving both work and service delivery in the public sector.
PurposeIt is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.Design/methodology/approachThe theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.FindingsFindings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise it.Research limitations/implicationsWithin the limitation of the study the discussion leads to eight research propositions that contribute to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provide insights into the content and structure of managerial processes, as well as contributing to the debate on RBV by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion on how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop.Practical implicationsThe results suggest that in higher performing organisations, managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short‐term and future‐oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; and pay greater attention to the organisation of the managerial system.Originality/valueThis paper presents one of the first empirical studies that attempt to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.
