Quality

Beckford, John

doi:10.4324/9780203361566

Cited by 8 publications

(9 citation statements)

References 0 publications

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“…Contemporarily, the need for pursuit of quality ramifies across economical, social, and environmental imperatives (e.g. Bank, 1992; Faure and Faure, 1992; Beckford, 1998). Systems school .…”

Section: Value‐based Concept In Global Viewmentioning

confidence: 99%

Towards a value‐based view on operations and maintenance performance management

Liyanage

Kumar

2003

Journal of Quality in Maintenance Engineering

123

102

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Most of the North Sea oil companies have recognized the need to adjust their management processes, including those concerned with operations and maintenance, to the changed and changing business conditions in industry at large, particularly due to the volatile oil price. This has been a rationale to review organizational operations and maintenance policies by many. This paper describes findings from a research study on operations and maintenance performance conducted in the emerging operating environment with close cooperation of leading oil and gas organizations in the Norwegian continental shelf. An attempt has been made to develop an architecture for effective management of operations and maintenance performance linking results to performance drivers. This has further been extended to apply the balanced scorecard concept. The papers emphasize on the value rather than the cost of operations and maintenance in the emerging business environment, and stresses that there is a need to move from a plant‐based policy to a more or less long‐term business‐oriented approach.

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Section: Value‐based Concept In Global Viewmentioning

confidence: 99%

Towards a value‐based view on operations and maintenance performance management

Liyanage

Kumar

2003

Journal of Quality in Maintenance Engineering

123

102

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“…While inspection may be seen as a necessary means of maintaining standards in human services, it is not in itself, sufficient for a quality service and especially a service concerned with quality improvement. Deming's view of inspection is shared by other theorists and writers on quality including Zeithaml et al (1990), Beckford (1998) and Evans and Lindsay (2002). All these writers take the view that if service organisations are to be successful in their pursuit of quality they must as Deming suggests build quality into their service delivery.…”

Section: Deming's 14 Principles For Transformationmentioning

confidence: 93%

Quality in higher education

Redmond¹,

Curtis²,

Noone³

et al. 2008

International Journal of Educational Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -There can be little doubt about the importance and relevance of quality for any service industry. One of the most influential contributors to service quality developments was W. Edwards Deming (1900Deming ( -1993. An important component of Deming's philosophy is reflected in his 14-principles for transforming a service as they indicate what management needs to do to ensure that they and their employees are able to deliver good service quality. The purpose of this paper is first, to select and describe six of the 14 principles and their implications for organisational management; and second, to hightlight the relevance of these principles within higher education. Design/methodology/approach -Six of Deming's principles for transforming organisational management and the application of these to management within the area of higher education are discussed. The selection of these six principles, for discussion is not that they are more important for quality, but because they are among the most important for management in higher education. Findings -Deming's principle on teamwork is not only about problem solving and decision making but more fundamentally it is about breaking down organisational and professional barriers. This is necessary for creating opportunities for people to generate new insights and ideas for improving quality of the service provided by the organisation. Orginality/value -This general review paper discusses six of Deming's principles seen as being important in managing education and considers that organisational management needs to embrace these particular principles if they are to be successful in pursuing their quality initiatives.

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“…It has implementation power, yet exerts a support function rather than an autocratic top-down management (Sung et al , 2008). S3* conducts sporadic audits (Beckford, 2002). S4 : This subsystem investigates the external environment and possible future developments to enable the system to adapt to them (Tejeida-Padilla et al , 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

“…It has implementation power, yet exerts a support function rather than an autocratic top-down management (Sung et al , 2008). S3* conducts sporadic audits (Beckford, 2002).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring the complexity of sugarcane supply chains via systemic approaches

Hildbrand

Bodhanya

2017

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Purpose This paper aims to explore the complexity that characterises sugarcane production and supply systems by applying soft systems methodology (SSM) and the viable system model (VSM) based on an interpretive systemic approach. It seeks to understand the extent to which these methodologies may assist in exploring such a complexity. Design/methodology/approach SSM and VSM were combined with qualitative research methods to explore two sugarcane production and supply systems’ potential improvement possibilities. Findings Trust, transparency and communication shortcomings, poor miller–grower relationships, deficient systemic commitment, insular view, milling inefficiencies, sugarcane quality, quantity and consistency shortcomings, the industry setup and the lack of a common driver are core issues. SSM and VSM facilitated a thorough understanding, yet could not address detected deficiencies. Research limitations/implications The research was restricted to two milling areas, and only SSM and VSM were applied. Practical implications Presented findings can be used as a basis to facilitate improvement in sugarcane production and supply systems and to advocate the continuity of holistic considerations. Originality/value Neither SSM nor VSM have been applied in the sugar industry context. The sugarcane production and supply systems have been holistically investigated, and soft issues have been considered.

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Quality

Cited by 8 publications

References 0 publications

Towards a value‐based view on operations and maintenance performance management

Towards a value‐based view on operations and maintenance performance management

Quality in higher education

Exploring the complexity of sugarcane supply chains via systemic approaches

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