The impact of process mapping on transparency

Klotz, Leidy; Horman, Michael J.; Bi, Henry H.; Bechtel, John

doi:10.1108/17410400810916053

Cited by 53 publications

(40 citation statements)

References 11 publications

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“…This is especially true in developing economies such as South Africa. Klotz, Horman, Bi and Bechtel [79] have found that all tender procedures that might benefit small businesses and enterprises must be administered with adequate transparency as a means of supporting the SMME sector. Dasanyaka and Sardana [80] have found that strategic partnerships between national and provincial Governments as well as academic institutions benefit the SMME sector in terms of producing workable plans of actions.…”

Section: Discussion Of Resultsmentioning

confidence: 99%

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

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The paper is based on a 5-year follow-up study (2007 to 2012) of a random sample of 349 small business enterprises that operate in and around the city of Pretoria in South Africa. Data were gathered from each of the businesses on socioeconomic factors that were known to affect the long-term survival of small businesses. The objective of the study was to identify and quantify key predictors of viability and long-term survival. Pearson's chi-square tests of associations, binary logistic regression analysis and the Cox Proportional Hazards Model were used for screening of variables, and for estimating odds ratios and hazard ratios of key predictors of viability and long-term survival. The study found that 188 of the 349 businesses that took part in the study (54%) were not viable, and that the long-term survival and viability of small businesses were adversely affected by lack of entrepreneurial skills, lack of supervisory support to newly established businesses, and inability to operators running newly established businesses to acquire relevant vocational skills.

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Section: Discussion Of Resultsmentioning

confidence: 99%

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

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“…The final important paramedic decisions were plotted onto a process map, 12 in the order of when they would likely arise during a typical emergency call. The investigators came to consensus about the plotting of each decision.…”

Section: Discussionmentioning

confidence: 99%

Consensus on paramedic clinical decisions during high-acuity emergency calls: results of a Canadian Delphi study

Jensen

Croskerry

Travers

2011

CJEM

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Objectives: To establish consensus on the most important clinical decisions paramedics make during high-acuity emergency calls and to visualize these decisions on a process map of an emergency call. A secondary objective was to measure agreement among paramedics and medical director panel members. Methods: A multiround online survey of Canadian paramedics and medical directors. In round 1, participants listed important clinical decisions. In round 2, participants scored each decision in terms of its importance for patient outcome and safety. In rounds 3 and 4, participants could revise their scores. Consensus was defined a priori: 80% or more agreement that a decision was important or extremely important. The included decisions were plotted on a process map of a typical emergency call. Results: The panel response rates were as follows: round 1, 96%; round 2, 92%; round 3, 83%; and round 4, 96%. Consensus was reached on 42 decisions, grouped into six categories: airway management (n 5 13); assessment (n 5 3); cardiac management (n 5 7); drug administration (n 5 9); scene management (n 5 4); and general treatment (n 5 6). The on-scene treatment phase of the process map was found to have the highest decision density. Paramedics and medical directors differed in their scoring in 5 of 42 decisions (p , 0.05 or less). Conclusion: Consensus was reached among paramedics and medical directors on 42 decisions important for clinical outcome and patient safety. These decisions were visualized on a process map of an emergency call to learn more about where decision density exists during a typical call. RÉ SUMÉObjectifs : É tablir un consensus sur les dé cisions cliniques les plus importantes que les ambulanciers ont à prendre lors des appels d'urgence de gravité é levé e et illustrer ces dé cisions sur un diagramme du processus de l'appel d'urgence. Un objectif secondaire é tait de mesurer l'accord entre les ambulanciers et les membres du groupe de directeurs mé dicaux. Mé thodes : Sondage é chelonné , effectué en ligne par les ambulanciers et directeurs mé dicaux canadiens. Pendant le cycle 1, les participants ont é tabli la liste des dé cisions cliniques importantes. Au cycle 2, les participants ont accordé une note à chaque dé cision en ce qui a trait à son importance pour les ré sultats et la sé curité du patient. Aux cycles 3 et 4, les participants pouvaient ré viser leurs notes. Le consensus a é té dé fini a priori: l'accord à 80% ou plus sur le fait qu'une dé cision é tait importante ou extrê mement importante. Les dé cisions incluses é taient inscrites sur le diagramme du processus d'un appel d'urgence typique. Ré sultats : Les taux de ré ponse du panel é taient les suivantes: cycle 1, 96%; cycle 2, 92%; cycle 3, 83%; cycle 4, 96%. Un consensus a é té atteint pour 42 dé cisions, regroupé es en six caté gories: gestion des voies respiratoires (n 5 13); é valuation (n 5 3); gestion cardiaque (n 5 7); administration de mé dicaments (n 5 9); gestion des lieux (n 5 4) et traitement gé né ral (n 5 6). La phase de t...

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“…Furthermore, transparency can contribute to providing more feedback on performed activities and can facilitate coordination by revealing interdependencies, support decision-making and enable improvements (Bauch, 2004;Økland et al, 2010). Hence, transparency can enable increased participation, and provides stakeholders with the ability and authority for decision-making (Klotz et al, 2008). Drucker and Maciarello (2009) call attention to the importance of the human factor of transparency with the following statement: "There are, indeed, some principles of organization.…”

Section: Operational Integrationmentioning

confidence: 99%

Operational integration in a craft-oriented small enterprise

Gamme

Seim

Lodgaard³

et al. 2017

TQM

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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. Purpose: Many leisure boat manufacturers have thrived on designing and building highly customized boats based on longstanding traditions of craftsmanship. To achieve efficient value chains, it is not enough to optimize each process step, but also important to achieve a smooth flow through the dependencies between each process steps. This article has focused on assessing enablers and disablers for operational integration in a craft oriented small enterprise.Design/methodology/approach: One case company has been studied, to identify enablers and disablers for operational integration in the value chain. The research methodology is based on semi-structured interviews with selected persons from different levels within the company. Findings:The results indicate the importance of management promotion and support of integration and a strong relationship between foremen and operators. Furthermore, to avoid functional myopias, mechanisms to encourage horizontal integration could be useful. Small company and informal culture make integration easier. However, to further establish a common standardized platform, could be necessary. Even small physical barriers in the layout were experienced to affect the integration negatively. Research limitations/implications:This has been an exploratory study of one single craft oriented enterprise; hence it is difficult to generalize. Practical implications:Based on empirical findings from the case study, recommendations on how to achieve better operational integration will be presented. Originality/valueThe research initiative provides knowledge experience of operational integration from a case study in one company within craft and artisan sector in Norway.

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The impact of process mapping on transparency

Cited by 53 publications

References 11 publications

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Consensus on paramedic clinical decisions during high-acuity emergency calls: results of a Canadian Delphi study

Operational integration in a craft-oriented small enterprise

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