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Article
Publication date: 28 January 2014

Aaron Kemp-Hesterman, Scott Glick and Jennifer Eileen Cross

– The purpose of this paper is to look at the effect of human behaviour, and efforts to change that behaviour, on electricity consumption in a high school setting.

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Abstract

Purpose

The purpose of this paper is to look at the effect of human behaviour, and efforts to change that behaviour, on electricity consumption in a high school setting.

Design/methodology/approach

The study uses a mixed methods design of interviews and historical electrical use data to assess two treatments impacts on electrical consumption over time at two Fort Collins high schools.

Findings

Both treatments, the energy efficiency awareness campaign and the energy efficiency charrette, were found to have a positive impact on decreasing levels of electricity consumption. Unfortunately, these decreases lessened over time. The key attributes of communication, motivation, and leadership were identified as necessary at the high school facilities level to ensure long-term success in decreased electrical consumption.

Research limitations/implications

The implications of this research focus on awareness of energy use in public schools and how to use awareness as a cost-effective tool in decreasing electrical consumption. The limitations are the inability to isolate HVAC consumption loads and the small study size. However, this is one of, if not the first, effort to use awareness campaigns and charrettes in a high school setting to decrease electrical use. Additional research would answer questions like: how to increase the charrette impact time; could these programs be adopted district wide at all grade levels; how could energy awareness be institutionalized so periodic charrettes are not necessary? Limitations include the inability to isolate heating and cooling electricity loads from the data.

Originality/value

This study is the first of its kind and has value to facilities management personnel, custodians, faculty and administration members, particularly in a high school setting. This research provides a framework and potential guidance for a school organization to conserve electrical energy and achieve cost savings and environmental benefits.

Details

Journal of Facilities Management, vol. 12 no. 1
Type: Research Article
ISSN: 1472-5967

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Article
Publication date: 20 April 2018

Fernando Gonzalez-Aleu, Eileen M. Van Aken, Jennifer Cross and Wiljeana J. Glover

Evidence suggests that hospitals are having problems achieving continuous improvement project (CIP) goals or sustaining their results. Therefore, the purpose of this paper is to…

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Abstract

Purpose

Evidence suggests that hospitals are having problems achieving continuous improvement project (CIP) goals or sustaining their results. Therefore, the purpose of this paper is to identify those critical success factors (CSFs) most strongly related to CIP success in hospitals (Lean-Kaizen project, Lean Six Sigma project, Six Sigma projects, and Quality Improvement projects).

Design/methodology/approach

A retrospective survey was applied to any CIP leaders/facilitators from hospitals that conducted at least one CIP during the last two years.

Findings

Three main findings were obtained from the 116 valid responses. First, the level of importance of 47 out of 53 CSFs to achieve CIPs success in hospitals was assessed as very important or higher (4 or higher on a six-point scale). Second, there are important differences between the CSFs to achieve CIP success in hospitals in this research and previous investigations. Third, the type of CIP affects the level of importance of 16 out of 53 CSFs to achieve CIP success in hospitals.

Originality/value

Practitioners involved with CIPs activities in hospitals could use the knowledge extracted from this investigation to improve the impact of their CIPs. Future research should continue in two lines: test if the 53 CSFs for CIPs measure a unique factor and identify the main relationships or paths between CSFs for CIPs and CIP outcomes.

Details

The TQM Journal, vol. 30 no. 4
Type: Research Article
ISSN: 1754-2731

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Abstract

Details

Review of Marketing Research
Type: Book
ISBN: 978-0-7656-1306-6

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Article
Publication date: 12 October 2015

Wen-Hsing Liu, Sarah Asio, Jennifer Cross, Wiljeana J. Glover and Eileen Van Aken

The purpose of this study is to identify inhibitors and enablers of Kaizen event effectiveness, as perceived by participants, and categorize them into shared mental models to…

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Abstract

Purpose

The purpose of this study is to identify inhibitors and enablers of Kaizen event effectiveness, as perceived by participants, and categorize them into shared mental models to understand the factors participants believe to be affecting Kaizen event success. The findings are also interpreted using the lens of attribution bias and previous studies of Kaizen event effectiveness.

Design/methodology/approach

A qualitative approach involving coding responses from participants was adopted. The identified significant inhibitors and enablers were then assigned to shared mental model types using a mapping and categorization approach.

Findings

The results are largely consistent with previous studies and show that job/task and technology/equipment mental models dominate participant views of inhibitors, while enablers were primarily drawn from team and team interaction mental models. This also suggests that attribution bias is present.

Research limitations/implications

The methods used to measure shared mental models in this study are cross-sectional and exploratory in nature. Future research could involve the intensive study of a smaller number of Kaizen events over time.

Practical implications

The findings in this study can be used by organizations to identify training needs for Kaizen event teams by identifying areas of potential attribution bias, by divergence of perceptions between facilitators and team members and by underestimated factor effects.

Originality/value

This investigation offers understanding of the Kaizen event team shared mental models with respect to inhibitors and enablers of event success. Organizations can harness common perceptions among continuous process improvement teams to increases chances of Kaizen event success.

Details

Team Performance Management, vol. 21 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 1 May 2003

Jennifer Eileen Rowley

Tesco online (tesco.com) has developed a sophisticated and extended shopping experience which sets new standards for retailing. This article presents a brief case study of the…

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Abstract

Tesco online (tesco.com) has developed a sophisticated and extended shopping experience which sets new standards for retailing. This article presents a brief case study of the Tesco online shopping experience in order to illustrate the way in which the online shopping channel can be engaged to extend the offering to the customer. The Tesco homepage offers access to two categories of products: those delivered from store, and those delivered from a warehouse. The shopping experience is supported by good dialogue design and the availability of a range of effective navigation devices designed specifically to support the type of regular shopping trip that supermarket customers can be expected to make. In online supermarket retailing delivery is separated from selection and payment and can be viewed as a distinct component of the service experience. You and Your Child is an interactive online magazine that provides both information and access to the online community supported through iVillage.

Details

British Food Journal, vol. 105 no. 4/5
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 31 October 2008

Toni L. Doolen, Eileen M. Van Aken, Jennifer A. Farris, June M. Worley and Jeremy Huwe

The purpose of this paper is to describe the application of an assessment methodology to empirically measure and evaluate the impact of kaizen events on organizational…

6559

Abstract

Purpose

The purpose of this paper is to describe the application of an assessment methodology to empirically measure and evaluate the impact of kaizen events on organizational performance, including human resource outcomes.

Design/methodology/approach

A field study of two kaizen events held within a single organization utilizing both quantitative (survey) and qualitative (interviews and organizational documents) data was conducted. Sustainability of outcomes was also studied.

Findings

This study empirically illustrates that, even within a single organization, kaizen events may have varied success. Management support was found to be related to human resource outcomes. Positive attitudes at the conclusion of a successful event, however, did not automatically translate to sustained improvements. Additionally, the kaizen event team with a more limited scope was better able to meet targeted business objectives.

Originality/value

The methodology described can assess the impact of kaizen events on business performance and human resource outcomes; the latter has largely been ignored in the kaizen events scholarly literature. This study demonstrates that initial success in business outcomes and human resource outcomes are not necessarily correlated and that success may vary over time. Leaders need to pay close attention to follow‐up mechanisms to ensure sustainability.

Details

International Journal of Productivity and Performance Management, vol. 57 no. 8
Type: Research Article
ISSN: 1741-0401

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Book part
Publication date: 6 December 2021

Aimee La France, Rosemary Batt and Eileen Appelbaum

The long-term financial stability of hospital systems represents a “grand challenge” in health care. New ownership forms, such as private equity (PE), promise to achieve better…

Abstract

The long-term financial stability of hospital systems represents a “grand challenge” in health care. New ownership forms, such as private equity (PE), promise to achieve better financial performance than nonprofit or for-profit systems. In this study, we compare two systems with many similarities, but radically different ownership structures, missions, governance, and merger and acquisition (M&A) strategies. Both were nonprofit, religious systems serving low-income communities – Montefiore Health System and Caritas Christi Health Care.

Montefiore's M&A strategy was to invest in local hospitals and create an integrated regional system, increasing revenues by adding primary doctors and community hospitals as feeders into the system and achieving efficiencies through effective resource allocation across specialized units. Slow and steady timing of acquisitions allowed for organizational learning and balancing of debt and equity. By 2019, it owned 11 hospitals with 40,000 employees and had strong positive financials and low reliance on debt.

By contrast, in 2010, PE firm Cerberus Capital bought out Caritas (renamed Steward Health Care System) and took control of the Board of Directors, who set the system's strategic direction. Cerberus used Steward as a platform for a massive debt-driven acquisition strategy. In 2016, it sold off most of its hospitals’ property for $1.25 billion, leaving hospitals saddled with long-term inflated leases; paid itself almost $500 million in dividends; and used the rest for leveraged buyouts of 27 hospitals in 9 states in 3 years. The rapid, scattershot M&A strategy was designed to create a large corporation that could be sold off in five years for financial gain – not for health care integration. Its debt load exploded, and by 2019, its financials were deeply in the red. Its Massachusetts hospitals were the worst financial performers of any system in the state. Cerberus exited Steward in 2020 in a deal that left its physicians, the new owners, holding the debt.

Details

The Contributions of Health Care Management to Grand Health Care Challenges
Type: Book
ISBN: 978-1-80117-801-3

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Article
Publication date: 21 September 2010

Eileen M. Van Aken, Jennifer A. Farris, Wiljeana J. Glover and Geert Letens

The purpose of this paper is to introduce a framework for the design and management of a Kaizen event program where short‐term improvement projects (Kaizen events) are…

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Abstract

Purpose

The purpose of this paper is to introduce a framework for the design and management of a Kaizen event program where short‐term improvement projects (Kaizen events) are systematically used to introduce rapid change in targeted work areas, often relying on lean work system principles.

Design/methodology/approach

To develop the framework and the assessment approach, a comprehensive literature review and a field study of Kaizen event programs in three organizations were conducted. To illustrate the potential usefulness of the framework and the assessment approach, this paper presents a case study of how the framework was applied to design and improve a Kaizen event program in the Belgian Armed Forces.

Findings

Use of the framework as a design and assessment tool appeared to make the Kaizen event program more effective in the case study organization. Specific areas of improvement identified included: clearly defining event goals, scheduling extended follow‐up activities, defining measures to track results, assigning roles for Kaizen event evaluation activities, and sharing lessons learned in areas of the organization outside the work processes targeted by Kaizen events.

Originality/value

With the increased use of lean work system practices in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continual improvement (or kaizen). However, organizations lack systematic, research‐based guidance on how to best design and implement Kaizen event improvement programs and how to best assess results. The proposed framework attempts to address these gaps.

Details

International Journal of Productivity and Performance Management, vol. 59 no. 7
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 22 March 2011

Jennifer A. Farris, Eileen M. van Aken, Geert Letens, Pimsinee Chearksul and Garry Coleman

The purpose of this paper is to describe and illustrate an application of a structured approach to assess and improve an organization's performance measurement review process.

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Abstract

Purpose

The purpose of this paper is to describe and illustrate an application of a structured approach to assess and improve an organization's performance measurement review process.

Design/methodology/approach

This approach was implemented within an ongoing action research project in a large telecommunications organization. Assessment elements were defined based on literature review, and the assessment approach was designed based on performance excellence frameworks such as Baldrige and EFQM. Data collection included interviews, observations, and document review, and an external assessment team was used.

Findings

The approach can be used to generate useful and actionable feedback for leadership to increase the effectiveness of the performance measurement review process and can also be used as a reference framework for establishing an effective performance review process initially.

Originality/value

This paper provides a comprehensive yet detailed methodology for assessing the performance review process. This methodology is more targeted in scope than measurement system assessment tools emerging in the literature. Practitioners can gain specific feedback to improve the performance review process. Researchers benefit by having a more standard, structured approach for collecting and codifying detailed observations and artifacts when studying the performance review process.

Details

International Journal of Operations & Production Management, vol. 31 no. 4
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 16 August 2013

Wiljeana J. Glover, Wen‐Hsing Liu, Jennifer A. Farris and Eileen M. Van Aken

Despite the increased adoption and reported benefits of kaizen event (KE) programs, there is a lack of empirical research documenting their design, implementation and outcomes, as…

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Abstract

Purpose

Despite the increased adoption and reported benefits of kaizen event (KE) programs, there is a lack of empirical research documenting their design, implementation and outcomes, as well as what designs may be more vs less effective. This paper aims to present an empirical study describing the characteristics, including outcomes achieved, program attributes, and implementation problems, of 16 established KE programs. Although this study is primarily exploratory and descriptive, the goal is to identify areas for future research, including attributes that appear to support or detract from program success, and the outcomes and implementation problems experienced.

Design/methodology/approach

Using semi‐structured interviews, qualitative data were collected to characterize established KE programs in 16 manufacturing, service, and government organizations. The data were examined using content analysis to identify the most frequent codes for each characteristic, which were then compared to KE program characteristics synthesized from a systematic review of published KE sources. Based on this, a set of propositions were identified to guide future research on KE programs.

Findings

The majority of the 16 organizations reported successful programs, although there was noted variation in organization success. The organizations also neglected to measure many aspects of program success which they considered to be highly important, in particular, human resource outcomes. In addition, the organizations appeared to struggle with sustainability and believe that sustainability problems could threaten long‐term KE program viability. Other potentially influential factors include the types of processes targeted, event types, catalysts for events, and KE resources. The findings were used to develop propositions for future research in these and other specific areas.

Practical implications

The study provides a better understanding of the characteristics of established KE programs, as well as common areas in need of improvement even in these programs, and can be used by practitioners in establishing or improving their KE programs.

Originality/value

By documenting established KE programs across organizations and comparing actual practices to published sources, this study contributes to the development of KE theory and also provides direction for future empirical research.

Details

International Journal of Operations & Production Management, vol. 33 no. 9
Type: Research Article
ISSN: 0144-3577

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