Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli and Palvisha Ishtiaq
The purpose of this paper is to study, analyze and implement continuous improvement (CI) techniques in an interior design case company, which faces challenges in different…
Abstract
Purpose
The purpose of this paper is to study, analyze and implement continuous improvement (CI) techniques in an interior design case company, which faces challenges in different departments that affect the case company performance.
Design/methodology/approach
The proposed methodology implemented in three departments of an interior design company in Gulf Cooperation Council (GCC). First, the authors analyzed and identified problems using Pareto chart and cause and effect diagram. After that, they improved identified problems using Kaizen, 5S, developed project selection form and modified organization chart. The result has been shown savings regarding money and time.
Findings
Successful implementation of the proposed methodology reduced project in pipeline time from 16 weeks to nine weeks, profit margin increased from 25 to 27 per cent, sales win ratio increase from 11 to 32 per cent, better project and financial forecasting and 92 per cent of tender submission deadline achievement. A habit of clean, tidy and organized workplace has been developed among workers.
Originality/value
Proposed solutions contributed significantly to saving time and effort spent to accomplish different tasks in the case company. The company approved the proposed solutions and implemented them, which show that these proposed solutions are feasible and practical. In addition to that, in literature, most of the CI applications are in the manufacturing or production sectors. This was the first study, which implemented CI techniques in an interior design company.
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Jiju Antony, Michael Sony, Olivia McDermott, Vikas Swarnakar, Brian Galli, Mehran Doulatabadi and Rajesh Kaul
Operational excellence (OPEX) initiatives such as Lean, Six Sigma, Lean Six Sigma and Agile have some common characteristics that can be understood through their adoption in…
Abstract
Purpose
Operational excellence (OPEX) initiatives such as Lean, Six Sigma, Lean Six Sigma and Agile have some common characteristics that can be understood through their adoption in organizations. The objective of this research is to present the results of an online survey highlighting the most critical reasons for failure of OPEX initiatives.
Design/methodology/approach
This study presents the results of a survey from 106 experts from different countries who have been involved in OPEX implementation. The experts were Six Sigma Master Black Belts, Black Belts and Champions from different manufacturing and service organizations. The developed questionnaire was initially tested with the help of seven experts to ensure their technical validity and soundness.
Findings
The study found 15% of companies surveyed have not adopted any form of OPEX methodology. The top three reasons for non-adoption of OPEX were also found. In terms of the use of various OPEX methodologies, more than 75% of companies were employing Six Sigma and less than 50% were engaged in Lean initiatives. Another surprising result was that less than 5% of the companies were utilizing Kaizen and other continuous improvement methodologies for improving the efficiency and effectiveness of organizational processes. The study further finds top five failure factors for sustaining OPEX initiatives in manufacturing, service, large and small organizations.
Research limitations/implications
The study reports the outcomes based on an online survey with limited sample size. Moreover, the number of samples from small and medium-sized enterprises (SMEs) was less than 25, and therefore it was difficult to make any robust conclusions in the comparison of failure factors between large enterprises and SMEs.
Originality/value
To the best of the authors’ knowledge, this is the first empirical study that has attempted to explore the reasons for failure of OPEX initiatives. The authors argue that a greater understanding of the reasons for failure of OPEX initiatives can provide an input to develop a framework that can mitigate the failures and costs associated with such failures.
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Clotildo Padillo Jr, Noella Go, Pacco Manreal, Samuel Samson, Brian Galli, Kafferine Yamagishi, Michael Angelo Promentilla and Lanndon Ocampo
Despite the growing trend for single-dish restaurants in the Philippines, understanding customer loyalty for this subsector is scarce in the current literature. To address such a…
Abstract
Purpose
Despite the growing trend for single-dish restaurants in the Philippines, understanding customer loyalty for this subsector is scarce in the current literature. To address such a gap, this paper aims to identify attributes and their sub-attributes that contribute to customer loyalty for single-dish restaurants.
Design/methodology/approach
Using the analytic hierarchy process, the priorities of these attributes in achieving customer loyalty were generated from a group of expert decision-makers. A representative case study in the Philippines with an emerging market trend for single-dish restaurants was conducted.
Findings
Findings show that “value” is the most crucial attribute in achieving customer loyalty, followed by “food” and “service” attributes, which are straightforward implications of single-dish restaurants. More strikingly, the “atmosphere” attribute ranks last in the priority list, which may mean that customers consider fancy environments with less priority when dining in these types of restaurants. In the priority sub-attributes, “dining experience” and “tastiness” came up on top of the list, with the “music” attribute ranking last. These findings are crucial inputs to inform the design of strategies that would enhance the customer base.
Originality/value
This study reports the first attempt to rigorously analyze single-dish restaurants, which gain little attention in the current literature, yet an emerging type of restaurant, especially in developing economies. With significant differences in many aspects of mainstream restaurants, customer loyalty attributes may be different. This paper determines the list of priority attributes and sub-attributes of customer loyalty for Philippine single-dish restaurants. Identifying these priority attributes contributes to the extant literature by offering valuable insights for relevant decision-makers in gaining competitive advantage within their market niches.
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Vahid Rooholelm and Abbas Sheikh Aboumasoudi
Almost all projects in the world are delayed, and sometimes even lead to the full bankruptcy of their beneficiaries. These delays can be calculated using techniques, but most…
Abstract
Purpose
Almost all projects in the world are delayed, and sometimes even lead to the full bankruptcy of their beneficiaries. These delays can be calculated using techniques, but most importantly, there must be a fair and realistic division of delays between project beneficiaries. The most valid delay calculation techniques belong to the SCL Global Protocol, but they also have significant drawbacks, such as these: (1) They do not have the capability to prevent project delays (Delay Risk Management); (2) The protocol identifies and introduces any delays in activities with a ratio of one to one as a delay (Effective Delay); (3) It also does not offer the capability to share delays between stakeholders, which is a huge weakness. Floating in the base schedule activities is one of the cost control tools of projects, but it can hide project delays. In this paper, the researchers believe that the floating ownership belongs to the project and not belong to the stakeholders. This is the main tool for analyzing and sharing delays in this research.
Design/methodology/approach
The research methodology adopted included an extensive literature review, expert interviews, use of questionnaire and designing three innovative linked together models by researchers.
Findings
In this research, an integrated technique is introduced which has the following capabilities; delay risk control, result-based delay analysis and stakeholders delay sharing. This technique with an incursive and defensive approach implements claims management principles and calculates, respectively, non-attributable and attributable delays for each beneficiary.
Originality/value
This creativity led to the introduction of the Incursive and Defensive (In-De) technique; in the SCL protocol techniques, none of these capabilities exist.
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Considers the nature of a collective agreement, outlining two types, collective and procedural. States that no European laws exist, at present, which cover these and questions the…
Abstract
Considers the nature of a collective agreement, outlining two types, collective and procedural. States that no European laws exist, at present, which cover these and questions the legal enforceability of any agreement. Outlines the European position and then covers the situation under UK law, showing the differences. Looks at the future proposed models of European Collective Agreements and highlights the need for discussion whilst the European Collective Agreement is in its infancy. Advocates different definitions for procedural and collective agreements with the former carrying legal enforceability which exists in Europe and the latter using the UK definitions and carrying legal unenforceability.
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Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence…
Abstract
Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.
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Outlines social dialogue by providing a definition and background to its introduction and covers its progress to date. Critically examines the social dialogue resulting in the…
Abstract
Outlines social dialogue by providing a definition and background to its introduction and covers its progress to date. Critically examines the social dialogue resulting in the European collective agreement, the instrument for implementing directives. Concludes with the Collective agreement’s place in formulating European Law. Suggests the integration of the Maastricht Treaty into the body of the Treaty of Amsterdam forms a basis for solid advances in social policy.
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Shirley Prendergast, Gillian A. Dunne and David Telford
Suggests that research specifically at the homeless lesbian, gay or bisexual person is sparse. Presents some of the stories found from interviewing 19 cases within their category…
Abstract
Suggests that research specifically at the homeless lesbian, gay or bisexual person is sparse. Presents some of the stories found from interviewing 19 cases within their category. Shows that whilst the samples share characteristics with other homeless groups that can also be characterised in four distinct ways based on their sexuality. Looks at each group in turn. Highlights that whilst sexuality is often portrayed as one more disadvantage to deal with, it can become a way to inclusion. Cites some examples.
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Grant Arthur Gochin and Brian H. Kleiner
Looks at the way traditional family units are ceasing to operate and proffers a wider definition for the family, outlining the criteria used by a number of companies to offer…
Abstract
Looks at the way traditional family units are ceasing to operate and proffers a wider definition for the family, outlining the criteria used by a number of companies to offer family healthcare. Considers the tax implications and the costs and impacts of this extension of care. Gives arguments against this extension but concludes that it may be fair, equitable and economically feasible to extend coverage.
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Discusses the transfer of undertakings in the UK, referring to the Transfer of Undertakings (Protection of Employment) Regulations of 1981, the Employment Rights Act 1996, and the…
Abstract
Discusses the transfer of undertakings in the UK, referring to the Transfer of Undertakings (Protection of Employment) Regulations of 1981, the Employment Rights Act 1996, and the Acquired Rights Directive 1977. Provides the raison d’etre of the Acquired Rights Directive and outlines how it was implemented in the UK. Talks about the confusing jurisprudence of the European and British courts, mentioning the European Court of Justice’s challenges to the directive, the 1994 proposals, amended 1997 proposals, the Commission’s memorandum of 1997 and the UK government’s consultation papers. Describes how the European Directive is applied and interpreted in relation to the Acquired Rights Directive and transfer of undertakings. Outlines the regulations controlling compulsory competitive tendering. Points out the obligation to inform and consult on the transfer of an undertaking and how the directive is enforced if this fails to occur. Notes the effect a relevant transfer has on existing collective agreements and the legal implications of dismissing employees by reason of the relevant transfer. Looks at the European Commission’s proposal for a directive on safeguarding employees’ rights in the event of transfer and the implications that would have on UK business. Concludes that a new directive is needed, building on the 1977 Directive but ironing out its inconsistencies.