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Article
Publication date: 1 March 1993

Michael D. Richard, James A. Womack and Arthur W. Allaway

Outlines the foundations and dimensions of marketing myopia andproposes a two‐dimensional classification of its several types. Presentsan integrated analysis which is intended to…

1648

Abstract

Outlines the foundations and dimensions of marketing myopia and proposes a two‐dimensional classification of its several types. Presents an integrated analysis which is intended to enrich, rather than replace, the existing explanations and to clarify and reinforce a caveat proposed 30 years ago. Makes a recommendation for seeking innovative marketing strategies which are designed to remove some of the myopia‐caused restrictions on the range of strategic options.

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Journal of Product & Brand Management, vol. 2 no. 3
Type: Research Article
ISSN: 1061-0421

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Article
Publication date: 1 March 1992

Michael D. Richard, James A. Womack and Arthur W. Allaway

Examines the concept of marketing myopia, its differentexplanations and types. Organizes the four types of marketing myopiainto a classification scheme, suggesting a new…

1502

Abstract

Examines the concept of marketing myopia, its different explanations and types. Organizes the four types of marketing myopia into a classification scheme, suggesting a new perspective which can produce innovative marketing strategies. Recommends five steps towards becoming an innovative firm: a generic firm/industry view, other‐industry monitoring, benchmarking, recruitment of marketers, and a flexible approach to problems.

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Journal of Consumer Marketing, vol. 9 no. 3
Type: Research Article
ISSN: 0736-3761

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Article
Publication date: 1 May 1995

Martin Fojt

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone…

801

Abstract

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone would have difficulty in picking an argument. One way to determine what is, and what is not, vital to your organization is by eliminating it from the equation and asking yourself where you would be without it. Do away with your communication system, apart from the most basic, and see what you are left with? If the answer is not a great deal, then you can, it is hoped, appreciate the importance of what you have, and realize the attention it deserves. Taking things for granted is an all too common phenomenon.

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Logistics Information Management, vol. 8 no. 5
Type: Research Article
ISSN: 0957-6053

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Article
Publication date: 1 July 1995

Martin Fojt

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone…

864

Abstract

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone would have difficulty in picking an argument. One way to determine what is, and what is not, vital to your organization is by eliminating it from the equation and asking yourself where you would be without it. Do away with your communication system, apart from the most basic, and see what you are left with? If the answer is not a great deal, then you can hopefully appreciate the importance of what you have, and realize the attention it deserves. Taking things for granted is an all too common phenomenon. When developing new systems and new strategies, it is important to remember the existing systems so as not to ignore their development too. Distribution and logistics management is an area which is experiencing many changes and, because of this, it is important for the communication system to be first class.

Details

International Journal of Physical Distribution & Logistics Management, vol. 25 no. 7
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 8 June 2015

Janet H Sanders and Tedd Karr

Lean and Six Sigma are continuous improvement methodologies that have garnered international fame for improving manufacturing and service processes. Increasingly these…

1856

Abstract

Purpose

Lean and Six Sigma are continuous improvement methodologies that have garnered international fame for improving manufacturing and service processes. Increasingly these methodologies are demonstrating their power to also improve healthcare processes. The purpose of this paper is to discuss a case study for the application of Lean and Six Sigma tools in the reduction of turnaround time (TAT) for Emergency Department (ED) specimens. This application of the scientific methodologies uncovered opportunities to improve the entire ED to lab system for the specimens.

Design/methodology/approach

This case study provides details on the completion of a Lean Six Sigma project in a 1,000 bed tertiary care teaching hospital. Six Sigma’s Define, Measure, Analyze, Improve, and Control methodology is very similar to good medical practice: first, relevant information is obtained and assembled; second, a careful and thorough diagnosis is completed; third, a treatment is proposed and implemented; and fourth, checks are made to determine if the treatment was effective. Lean’s primary goal is to do more with less work and waste. The Lean methodology was used to identify and eliminate waste through rapid implementation of change.

Findings

The initial focus of this project was the reduction of turn-around-times for ED specimens. However, the results led to better processes for both the internal and external customers of this and other processes. The project results included: a 50 percent decrease in vials used for testing, a 50 percent decrease in unused or extra specimens, a 90 percent decrease in ED specimens without orders, a 30 percent decrease in complete blood count analysis (CBCA) Median TAT, a 50 percent decrease in CBCA TAT Variation, a 10 percent decrease in Troponin TAT Variation, a 18.2 percent decrease in URPN TAT Variation, and a 2-5 minute decrease in ED registered nurses rainbow draw time.

Practical implications

This case study demonstrated how the quantitative power of Six Sigma and the speed of Lean worked in harmony to improve the blood draw process for a 1,000 bed tertiary care teaching hospital. The blood draw process is a standard process used in hospitals to collect blood chemistry and hematology information for clinicians. The methods used in this case study demonstrated valuable and practical applications of process improvement methodologies that can be used for any hospital process and/or service environment.

Originality/value

While this is not the first case study that has demonstrated the use of continuous process improvement methodologies to improve a hospital process, it is unique in the way in which it utilizes the strength of the project focussed approach that adheres more to the structure and rigor of Six Sigma and relied less on the speed of lean. Additionally, the application of these methodologies in healthcare is emerging research.

Details

International Journal of Health Care Quality Assurance, vol. 28 no. 5
Type: Research Article
ISSN: 0952-6862

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Article
Publication date: 1 February 1999

Brian H. Kleiner

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products…

18300

Abstract

Devotes the entire journal issue to managing human behaviour in US industries, with examples drawn from the airline industry, trading industry, publishing industry, metal products industry, motor vehicle and parts industry, information technology industry, food industry, the airline industry in a turbulent environment, the automotive sales industry, and specialist retailing industry. Outlines the main features of each industry and the environment in which it is operating. Provides examples, insights and quotes from Chief Executive Officers, managers and employees on their organization’s recipe for success. Mentions the effect technology has had in some industries. Talks about skilled and semi‐skilled workers, worker empowerment and the formation of teams. Addresses also the issue of change and the training that is required to deal with it in different industry sectors. Discusses remuneration packages and incentives offered to motivate employees. Notes the importance of customers in the face of increased competition. Extracts from each industry sector the various human resource practices that companies employ to manage their employees effectively ‐ revealing that there is a wide diversity in approach and what is right for one industry sector would not work in another. Offers some advice for managers, but, overall, fails to summarize what constitutes effective means of managing human behaviour.

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Management Research News, vol. 22 no. 2/3
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 5 October 2015

Donna Samuel, Pauline Found and Sharon J. Williams

The purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last 25…

7407

Abstract

Purpose

The purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last 25 years to understand the impact of the book The Machine that Changed the World on management thinking.

Design/methodology/approach

A comprehensive and systematic review of the extant literature of lean was undertaken and analysed critically to observe patterns and trends that could explain the acceptance of Lean as an operations management philosophy. The review spans from 1987 to 2013. To enable us to effectively manage and understand the diffusion of this literature a database, the Lean Publications Database, was constructed. The number of publications has been adjusted to compensate for growth in the total number of articles published in the same period.

Findings

Lean has evolved to be one of the best-known, yet fiercely debated, process improvement methodologies. It emerged during a proliferation of such methodologies in the business and management literature. Lean has developed from a generic description of Toyota Production System (TPS) to a particular type of organisational and management intervention focused on best practice and process improvement methodologies.

Research limitations/implications

This paper provides the first comprehensive review of the Lean literature, from the perspective of Lean as the unit of analysis. It covers both sides of the academic debate and categorises the progression of Lean from its origins as a generic description of TPS to a movement that has changed management systems in many and diverse sectors.

Practical implications

This paper demonstrates how Lean research, application and thinking has evolved over 25 years from its origins in Japanese auto-manufacturing to a holistic value system that is applicable to all business sectors, both private and public.

Originality/value

In most empirical studies on Lean, the unit of analysis is the organisation. In this study, the unit of analysis is the Lean phenomenon itself. This paper examines the impact of The Machine that Changed the World on management thinking. In addition, it presents a step to developing an underpinning theory by linking Lean to the Theory of Swift, Even Flow. As such it is of interest to academics in the field of operations management and offers a contribution to knowledge. It is also likely to be of interest to policy makers. Considerable amounts of public money have been spent, and continue to be spent, on promoting Lean. Taxpayers and policymakers are likely to be interested in whether that expenditure is justifiable. 25 years of publications have been analysed to provide clarity around this popular approach to organisational improvement.

Details

International Journal of Operations & Production Management, vol. 35 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 December 2003

Duderstadt, J. James and Farris W. Womack

317

Abstract

Details

On the Horizon, vol. 11 no. 4
Type: Research Article
ISSN: 1074-8121

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Abstract

Details

Documents from and on Economic Thought
Type: Book
ISBN: 978-1-84950-450-8

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Article
Publication date: 1 December 2020

Alexis Rain Rockwell, Stephen A. Bishopp and Erin A. Orrick

The current study examines the effect of changing a specific use-of-force policy coupled with de-escalation training implementation on patterns of police use of force.

1017

Abstract

Purpose

The current study examines the effect of changing a specific use-of-force policy coupled with de-escalation training implementation on patterns of police use of force.

Design/methodology/approach

An interrupted time-series analysis was used to examine changes in police use-of-force incident records gathered from a large, southwestern US metropolitan police department from 2013 to 2017 based on a TASER policy change and de-escalation training implementation mid-2015.

Findings

Results demonstrate that changes to use-of-force policy regarding one type of force (i.e. use of TASERs) coinciding with de-escalation training influence the prevalence of use-of-force incidents by increasing the reported police use-of-force incidents after the changes were implemented. This finding is somewhat consistent with prior literature but not always in the desired direction.

Practical implications

When police departments make adjustments to use-of-force policies and/or trainings, unintended consequences may occur. Police administrators should measure policy and training outcomes under an evidence-based policing paradigm prior to making those adjustments.

Originality/value

This study is the first to measure the effects of changing use-of-force policy and implementing de-escalation techniques in training on patterns of police use of force and shows that these changes can have a ripple effect across types of force used by police officers.

Details

Policing: An International Journal, vol. 44 no. 3
Type: Research Article
ISSN: 1363-951X

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