Barrie Dale

Bio: Barrie Dale is an academic researcher from University of Manchester. The author has contributed to research in topics: Total quality management & Quality management. The author has an hindex of 46, co-authored 202 publications receiving 6629 citations. Previous affiliations of Barrie Dale include University of Salamanca & University of Murcia.

Service quality and e‐commerce: an exploratory analysis

Abstract: Examines the applicability of determinants identified in a physical services environment to assess the services relating to e‐commerce It is argued that the lack of human interaction during the Web site experience means that determinants such as competence, courtesy, cleanliness, comfort and friendliness, helpfulness, care, commitment, flexibility are not particularly relevant in e‐commerce On the other hand, determinants such as accessibility, communication, credibility, understanding, appearance, and availability are equally applicable to e‐commerce as they are in physical services The paper argues the need for further research to identify suitable determinants for the e‐commerce operating environment

Business process management: a review and evaluation

Abstract: The area of business process management (BPM) is a relatively new field and there is little academic literature on the subject. This paper critically examines the literature to pinpoint BPM definitions, approaches and principles. A study is reported of a business unit of a “world class” organisation to examine its application of BPM. It was found that the principles of BPM espoused by the corporate organisation and its approach to BPM application is along the lines of best practice as outlined in the literature. However, in the business unit examined, there is an inadequate understanding of BPM and the application of BPM principles is haphazard. For example, it was discovered that employees have too little time to spend on process simplification and improvement and there are too many in‐process measures for process owners to make effective use of the information. It is also pointed out that if BPM is to be truly effective it requires cross‐functional and process orientated management, which is not easy to attain.

Total quality management: origins and evolution of the term

Abstract: The focus of this paper is to trace the origins of the term TQM and clarify the different definitions employed by academics and practitioners. Feigenbaum and Ishikawa are perhaps the greatest contributors to the development of the term. The other recognised quality management gurus such as Crosby, Deming and Juran have shaped the dimensions, practices and mechanism which underpin the concept, but it is noted that none of these three actually uses the TQM term. TQM started to be used in the mid‐1980s and only became a recognised part of the quality‐related language in the late 1980s. The paper also analyses the key dimensions of TQM and traces their origins.

The buyer-supplier relationship in total quality management

Abstract: The Buyer-Supplier Relationship in Total Quality Management This article reports on the main barriers that hinder the development of an effective buyer-supplier relationship in quality management. The findings are based on questionnaire data obtained from 300 United Kingdom-based suppliers to 3 major customers in the automotive industry, and on fieldwork carried out in buyer and supplier organizations. The barriers identified include poor communication and feedback, supplier complacency, buyers having poorly defined and unstructured supplier quality improvement programs, the credibility of buyers as perceived by their suppliers, and misconceptions regarding purchasing power. The quality of purchased materials is critical to the quality of a company's finished products. Philip Crosby estimates that 50 percent of a company's quality nonconformances are caused by defective purchased material.[1] Writers such as Deming[2] and Ishikawa[3] agree as to the culpability of purchasing organizations in allowing this to happen. Ishikawa claims that at least 70 percent of the blame for defective purchased material lies with the purchasing organization, and Deming's view is that buyers have new responsibilities to fulfill, one of which is to end the practice of awarding business solely on the basis of price. Louis DeRose[4] notes that many buyers have recognized this and are experimenting with various new approaches, such as supplier base reduction, single or limited sourcing arrangements, and tighter integration with supplier planning and scheduling systems. While the requirements outlined in a buyer's quality system standard can assist a supplier in improving its quality, the fact remains that a supplier bears full responsibility for the quality of its products and services. For example, Hart[5] believes that suppliers have an obligation to study their customer's production processes to see how the supplied material is used and how it relates to the finished product. It is also worth noting that Debruicker and Summe[6] and Roberts[7] stress the fact that suppliers should be more proactive in developing their customer base as a competitive strategy, instead of merely reacting to the quality improvement activities of their customers. It is clear, then, that changes are occurring in the customer-supplier relationship; the Philips Group[8] coined the phrase "co-makership" to describe this kind of relationship. In spite of the considerable resources being devoted to the subject by most major organizations, there is surprisingly little literature that deals with the issue of supplier development. This article, based on an empirical research study, deals with current issues in supplier development and the obstacles likely to impair the buyer-supplier relationship. METHODOLOGY As part of a research program that focused on the process of quality improvement, the authors formulated a quality improvement change agent hypothesis.[9] The preliminary work carried out indicated that a demanding customer is the most potent change agent in getting a supplier to initiate a process of quality improvement. To investigate further the effect a major customer might have on supplier behavior and on attitudes toward quality improvement, a questionnaire survey of the supplier communities of three automotive suppliers was conducted. Completed questionnaires were obtained from 300 UK suppliers--53 suppliers to customer 1, 136 suppliers to customer 2, and 111 suppliers to customer 3.[10] The questionnaire responses were subjected to a comparative analysis to determine if any statistically significant differences existed between the responses for the different customers. This was done by carrying out significance tests on the differences between the three sets of questionnaire responses, treating each as a separate statistical sample. From the results of these tests it was concluded that there were no significant differences between the responses received from the suppliers to customers 1, 2, and 3. …

A study of total productive maintenance implementation

Abstract: This paper focuses on a study of total productive maintenance (TPM) in three companies. The companies implemented TPM because of the business difficulties they faced. In all three companies senior management had supported TPM and set up suitable organisational structures to facilitate its implementation. The companies had followed Nakajima’s seven steps of autonomous maintenance, although different TPM pillars had been adopted, with the common ones being improvements, education and training, safety, and quality maintenance. The main differences in TPM implementation related to the use of ABC machine classification system and the role of facilitators.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

International Organization for Standardization

Abstract: This chapter provides an overview of the International Organization for Standardization (ISO). Operating since 1947, the International Organization for Standardization (ISO) is a nongovernmental association consisting of representatives from over 150 countries, one member per country. The increased credibility associated with ISO certification leads to many advantages that include decreased operating expenses stemming from scrap and rework, and enhanced management control through management review participation. The chapter describes the ISO standards most relevant in a clinical laboratory service setting. The quality standards in the ISO 9000 family focus on quality management and include quality-management system (QMS) requirements that are general for the manufacturing and service industries. The ISO 9001 standard requires extensive interpretation, while ISO 15189 is an international standard specifically developed for medical laboratories, although it may be of relevance to such disciplines as clinical physiology and medical imaging. The chapter describes the process for obtaining and maintaining ISO certification. ISO certification can be an attractive credential for a clinical laboratory. The College of American Pathologists (CAP) continues to play a role in the development of the ISO 15189 standard and, since 2008, has been a certifying body for this standard. The certification process is followed by ongoing maintenance of the QMS by the laboratory, as well as surveillance audits performed by the certifying body.

The Human Side of Enterprise.

Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

Performance measurement system design: A literature review and research agenda

Abstract: The importance of performance measurement has long been recognized by academics and practitioners from a variety of functional disciplines. Seeks to bring together this diverse body of knowledge into a coherent whole. To ensure that the key issues are identified, focuses on the process of performance measurement system design, rather than the detail of specific measures. Following a comprehensive review of the literature, proposes a research agenda.