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Dr Taguchi is a Japanese engineer and an international quality consultant who has made breakthrough improvements in product and process quality through the use of statistical design of experiments (SDOE). The Taguchi method became popular in the West in the 1980s as a means to design robust products and processes. Although many companies and industries have used the method with success, the real benefits of the approach were not realised and fully understood in many cases. This lack of success could be attributed to a number of factors, but mainly because the experiments were treated in isolation and not integrated into a continuous improvement strategy. This paper briefly presents the results of the application of the Taguchi methodology in the UK industry. The paper also illustrates the application of the Taguchi method for optimising the production process of retaining a metal ring in a plastic body in a braking system.

The paper aims to explore the determinants of perceived job performance in a sample of shop‐floor employees in a manufacturing plant in northern Mexico.

It is hypothesised that job satisfaction, age and education levels are significant predictors of job performance. A thorough literature review reveals that studies of the variables that influence job performance within a manufacturing setting are basically lacking. A questionnaire distributed amongst shop‐floor employees and their immediate supervisors was used in order to measure the variables included in the study. Statistical analyses were performed with the data in order to test for the reliability and validity of the measures, and also to test the three main research hypotheses.

It was found that two variables that measure job satisfaction are positively and significantly associated with job performance. This result is consistent with previous studies. Nevertheless, age and education levels do not show a significant association with job performance. Interestingly, it was also found that education levels are negatively related to job satisfaction.

The sample size is small, and it includes only one manufacturing plant. Consequently, the statistical analyses are limited. These limitations prevent the generalisation of the results. More objective measures of job performance would be preferable. Also, other variables such as leadership style and motivation could be included in future studies.

Although exploratory in nature, the results from this study can be used to gain a better understanding of the different factors and relationships that are conducive to higher job satisfaction, and how job satisfaction is related to job performance.

Job satisfaction and its influence on performance have been researched across a number of industries and sectors. Nonetheless, to the best of one's knowledge, this is the first study that uses a sample of shop‐floor employees in a manufacturing plant to test this relationship. A similar situation is observed in terms of age and education levels: the effect of those variables on performance within a manufacturing setting has been clearly under‐researched.

The purpose of this paper is to provide a critical analysis of studies on strategic consensus along manufacturing competitive priorities. Based on this analysis, a new methodology to measure strategic consensus on manufacturing competitive priorities that is more consistent with mainstream operations management theory is proposed. The paper also includes novel proposals for future research.

The new methodology and proposals for research are mainly based on a literature review of previous studies on strategic consensus regarding manufacturing competitive priorities and also on relevant research and works in the field of operations management.

Previous methodologies used to measure strategic consensus regarding manufacturing competitive priorities are mainly based on studies in the business strategy field. Thus, these methodologies are deemed as inadequate in the operations management field. It is also found that there are very few studies that have analysed this topic in the operations management field. Moreover, since the methodologies used in those studies are based on previous research in the field of business strategy, the results of the reviewed papers are considered as questionable.

For academics, the paper and its results imply a change in the methodologies and research used to study the issue of strategic consensus on manufacturing competitive priorities. The lack of research into this topic is also observed. More research and studies on this theme are needed. For practitioners, the methodology proposed in the paper could be utilised in order to assess the employees' knowledge of the relationships between manufacturing capabilities inside manufacturing firms.

To the best of the author's knowledge, this is the first review paper into this under‐researched theme in the operations management field. The paper also presents the first methodology that incorporates mainstream theory and research in the field of operations management into the measurement of strategic consensus on manufacturing competitive priorities.

Total quality management (TQM) is an integrative management philosophy aimed at continuously improving the performance of products, processes and services to achieve and exceed customer expectations. This paper provides an empirical study on the identification of the critical success factors (CSFs) of TQM implementation in Hong Kong industries. Through a thorough and detailed analysis of the literature, 11 success factors with 72 elements were identified to develop a questionnaire. These items were empirically tested by data collected from 32 companies in Hong Kong. A factor analysis was carried out that identified seven CSFs with 38 elements of the implementation of TQM. These factors were shown to be reliable and valid and offer new insights into the understanding of TQM success factors in Hong Kong industries.

This paper presents the findings of a survey on the use of the Japanese practice of 5‐S for workplace organisation in the UK. The research methodology was to review the literature, conduct a survey using a questionnaire, follow‐up the questionnaire with a series of semi‐structured interviews and critique findings with the literature. The conclusions of the research are that practice and theory are closely related and any differences in the implementation of 5‐S can be attributed mainly to the maturity of the 5‐S programme. Clearly, there is great scope for the application of 5‐S in the non‐manufacturing environment.

Gives an explanation of the salient factors which affected the design of a training intervention aimed at clinicians in West Birmingham Health Authority. Discusses the theoretical considerations relevant to learning in an organization, using a case study to illustrate.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.