John Parnaby and Denis R. Towill
Taking the physician sourced observation that “wasting time is always more expensive than saving it” leads naturally to the conclusion that effective and efficient patient‐centred…
Abstract
Purpose
Taking the physician sourced observation that “wasting time is always more expensive than saving it” leads naturally to the conclusion that effective and efficient patient‐centred healthcare delivery systems are highly desirable targets for the National Health Service (NHS) and similar providers. But has “joined up healthcare” even been achieved, and if so, how? What procedures must be in place to maximise the chances of its occurrence? This paper aims to investigate these issues.
Design/methodology/approach
This paper answers these questions experientially via “Insider Action Research” projects plus careful critique of published case studies.
Findings
Recurring themes for effective improvement of healthcare delivery organisations emerge in the paper, as do identification of the inevitable barriers to change.
Originality/value
The paper takes stock of NHS service developments in a broader theoretical light.
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John Parnaby and Denis R. Towill
The purpose of this paper is to establish the influence and discipline of process control and systems engineering theory plus engineering practices in the chemical process…
Abstract
Purpose
The purpose of this paper is to establish the influence and discipline of process control and systems engineering theory plus engineering practices in the chemical process industry on current operations management development. Part I has laid the requisite groundwork for this paper; Part II covering the concept of a manufacturing system, its evolution into the managing‐by‐projects (MBP) methodology, and application to the extended enterprise. Later, Part III will concentrate on the usage of MBP within individual manufacturing and other businesses. Hence, the concentration will then be on cellular operations and the “natural grouping” task force genré.
Design/methodology/approach
The paper is based on experiential case study outputs from a large number of European and international organisations. Benchmarking of total business performance is shown to be a driver of change. Via the systems approach, it is shown how a set of interlinking programmes are planned and executed to enable comprehensive improvements in business performance. The core characteristics of MBP are detailed plus how systems engineering principles can enable effective BPI.
Findings
MBP is an holistic approach. It can start at the competitive achievement plan level to scheme and implement total business change executed by internal task forces. The procedure is illustrated for an international enterprise via results obtained from re‐organising a multi‐site auto components business. Large gains in key performance indicators are evident.
Research limitations/implications
A key finding is the importance of generating internal experience and competence. Learning has to belong to the organisation, not some external group. There must be careful sequencing of projects, otherwise there will be “indigestion”. Elephants should be eaten in bite‐sized chunks.
Practical implications
This original concept has now evolved after some 30 years and proven routes to implementing MBP have been established. Furthermore, a vast quantity of supporting material is now available. Setting up an effective, and organisationally relevant user‐friendly open‐learning facility is a top priority.
Originality/value
The originality lies in the concept of a manufacturing system. But the innovation manifests itself in the successful transformation into the MBP methodology for engineering effective change in a wide range of organisations.
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John Parnaby and Denis R. Towill
The purpose of this paper is to describe in detail how “process knowledge worker” based task forces can enable effective business process improvement (BPI). This successful…
Abstract
Purpose
The purpose of this paper is to describe in detail how “process knowledge worker” based task forces can enable effective business process improvement (BPI). This successful methodology involves innovation (I), action learning (AL), and extends throughout the organisation (O). The authors show that the resultant IALO is a repeatable and transferable approach to sustainable business performance enhancement; also that IALO adequately covers “Senge's many faces” as identified by Ortenblad and enables effective change built on “best practice” business process systems engineering.
Design/methodology/approach
IALO has evolved over a significant time span traceable back to, and exploiting the “Concept of a Manufacturing System”. What is described in the paper is the proven working format, best procedures, and evidence of effective change. It has been embedded in appropriate systems epistemology and learning organisation literature to form a comprehensive contribution to knowledge of practical business process improvement.
Findings
This IALO has proven transferability across a wide geographical and market sector. To date the methodology has always had continuity via central engineering expertise available in an advisory capacity (as frequently happens with Toyota Production Systems specialists). This particular IALO has yet to be extensively tested outside such a scenario.
Research limitations/implications
The paper provides one proven evolutionary and experiential route to actual implementation of an effective learning organisation capable of delivering substantially improved core business process performance. It thus provides a comprehensive framework against which future alternative approaches may be assessed.
Practical implications
Exploiting task force execution via IALO requires active (not passive) support and resourcing at all levels in the enterprise. To ensure that adequate expertise in business process systems engineering is available, smaller organisations can be grouped together in club‐style configurations.
Originality/value
It has been previously shown in JMTM how a conceptual flow model of a business may be transposed into an integrated process methodology to engineer effective and sustainable business change. What is novel herein is the further transition into an active and effective IALO.
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John Parnaby and Denis R. Towill
The purpose of this paper is to investigate how the original concept of a manufacturing system has effectively influenced business process improvement (BPI) programmes in…
Abstract
Purpose
The purpose of this paper is to investigate how the original concept of a manufacturing system has effectively influenced business process improvement (BPI) programmes in manufacturing industry. Part I laid the requisite groundwork relating to chemical engineering, and Part II covered the concept of a manufacturing system, its evolution into the managing‐by‐projects (MBP) methodology, and the application to the extended enterprise. In this Part III paper, usage of MBP in individual businesses is described. Hence, the concentration herein on cellular operations and the “natural grouping” task force genre.
Design/methodology/approach
The series of papers is based on case study outputs from a large number of European and international businesses. Benchmarking of total business performance is shown to be a driver of change. Via the systems approach, the paper shows how a set of interlinking BPI programmes are planned and executed to enable comprehensive improvements in business performance.
Findings
In order to be effective, change management needs to be embedded within a highly active industrial learning organisation. This must substantially involve everyone from chief executive officer right through to the shop floor. In MBP, a Change Programme Office headed by a senior manager provides adequate training facilities and industrial engineering support as needed. Project execution is undertaken by an internal task force including appropriate “coal face” players. They are responsible for diagnosis, synthesis, planning and executing substantial process improvements under the direction of a committed project leader.
Research limitations/implications
Extensive experience suggests that taking education and training very seriously are essential pre‐requisites for enabling substantial regression‐free change. The key finding is the importance of generating internal experience and competence. Learning has to belong to the organisation.
Practical implications
This original concept of a manufacturing system has now evolved after some 30 years into the comprehensive MBP methodology. Proven routes to implementing MBP have been established. Furthermore, a vast quantity of supporting open learning and case study material is now available. However, new users need to rapidly adapt and extend it via internal and external benchmarking of best practice. Setting up an effective user‐friendly facility is a top priority.
Originality/value
The originality lies in the concept of a manufacturing system. But the innovation manifests itself in the successful transformation into the MBP methodology.
Details
Keywords
John Parnaby and Denis R. Towill
The purpose of this paper is to establish the influence and discipline of process control and systems engineering theory plus engineering practices in the chemical process…
Abstract
Purpose
The purpose of this paper is to establish the influence and discipline of process control and systems engineering theory plus engineering practices in the chemical process industry on current operations management development. Thus, part I lays the requisite groundwork for subsequent papers, part II covering the concept of a manufacturing system and part III its expansion and exploitation into the managing‐by‐projects engineering change methodology to output an integrated whole.
Design/methodology/approach
Extensive literature and wide ranging project review identifying relevance, mode of transference and application of process control techniques in discrete manufacture and other enterprises.
Findings
Such “technology transfer” of the systems method has visibly improved discrete production performance, often to a state of international competitiveness. Contributions are made at many levels. These range from exploiting elements of the business process systems engineering (BPSE) toolkit is used to analyse material flow right up to examples of successfully enabling of the corporate achievement plan in large organisations.
Research limitations/implications
Established systems philosophy is widely relevant. However, the point at which it transforms into systems engineering is application specific.
Practical implications
No constraints are evident on application, but the extent of useful application is critically dependent on competence and culture of the enterprise. BPSE cannot be regarded as a “quick fix” panacea. It requires extensive and effective investment in people. For this reason a caveat emptor warning appears that applying the systems approach will fail unless taken seriously at all levels in the business.
Originality/value
Originality confined to the domain of bringing existing knowledge together and exploiting it in such a way that the contribution to knowledge is greater than the sum of the constituent parts.
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The purpose of this paper is to provide a comprehensive description, justification and modus operandi for implementation of cellular operations within healthcare delivery supply…
Abstract
Purpose
The purpose of this paper is to provide a comprehensive description, justification and modus operandi for implementation of cellular operations within healthcare delivery supply chains. The methodology outlined has a sound theoretical basis, has been proven in a wide range of market sectors (including hospitals) and hence qualifies for consideration as a contribution to “new management theory”.
Design/methodology/approach
Approach is based on the well established management‐by‐projects (MBP) methodology for analysis, design and effective implementation of change. There is detailed coverage of the five‐step MBP programme with specific applications in healthcare. The importance of “people involvement” as a core requirement is demonstrated via the set‐up of task forces to design and operate such cells. These groups integrate cognate activities so as to provide seamless patient flow within the healthcare delivery process. MBP is derived from a systems perspective. This in turn is concerned with maintaining quality, reducing uncertainty, smooth transference, synchronisation, schedule adherence, and minimisation of throughput times.
Findings
The outputs from case studies executed in a large UK teaching hospital confirm the substantial benefits accruing from cellular operation. In both materials supplies and urology admission processes significant improvements result form adoption of the MBP change methodology. This includes substantive 50 per cent reduction in patient throughput times, plus 25 per cent increase in bed utilisation. Measurable cost benefits are achieved in materials supply, especially via simplification of ordering systems.
Research limitations/implications
The healthcare applications demonstrate the applicability of MBP within this specialised scenario. However, the solutions depend on the innovatory capability of the relevant task forces who execute the projects. Since these necessarily include participation by coal‐face “players”, i.e. doctors, nurses, support staff, etc. advised by internal “change experts” the solutions adopted are shaped to be the best and most appropriate “local” schema.
Practical implications
It is essential that task forces be properly constituted, well trained, well advised, and actively practice the plan‐do‐check‐act cyclic route of well‐tested improvement. “Train‐Do” is the key. However, in healthcare especially, the “Elephant Must Be Eaten in Bite Sized Chunks”. In other words the organisation needs visible progressive change, unit‐by‐unit, thus avoiding saturation of scarce resources.
Originality/value
Brings together the MBP methodology and cellular organisational concepts into an integrated, sustainable, systems based approach to the analysis, design and implementation of effective change.
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Paul Childerhouse, Ramzi Hermiz, Rachel Mason‐Jones, Andrew Popp and Denis R. Towill
Improving competitive advantage to the first‐tier echelon of automotive supply chains is enabled via the requirement for transparent information flows in both the order‐generating…
Abstract
Improving competitive advantage to the first‐tier echelon of automotive supply chains is enabled via the requirement for transparent information flows in both the order‐generating and order fulfilment channels. However, four generic areas are identified which are barriers to improving performance. These are cultural (is it in our interests?); organisational (does the supply chain have the right structure?); technological (what common format and standards are required?); and financial (who pays the bill?). How these barriers may be overcome to the benefit of all “players” in the chain is discussed, plus benchmarking of current best practice. Exemplar supply chains are identified as noteworthy for the emergence of supply chain “product champions”. These have the vision, authority, and drive to implement new systems and set in place mechanisms to minimise regression to old working practices.
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To provide a methodology for determining how and when a management fad has become an established paradigm.
Abstract
Purpose
To provide a methodology for determining how and when a management fad has become an established paradigm.
Design/methodology/approach
The penticulation approach compares the outputs from the five separate research sources of horizontal surveys, experiential rules‐of‐thumb, theoretical models, quick scan audits, and vertical case studies.
Findings
The total cycle time compression (TCTC) paradigm is supported both individually and collectively by the five data sources which can be related to Kuhnsian requirements.
Research limitations/implications
Penticulation is a unique approach to establishing if a paradigm actually exists. However, this is its first known application.
Practical implications
It is manifest that TCTC can be used as both a business process engineering objective, and subsequently as a prime performance metric.
Originality/value
The output is twofold. Penticulation is a new approach to paradigm testing, and our understanding of the TCTC principle has been further strengthened.
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This article makes a significant contribution to the debate about changes in the management of employee relations over the 1980s. Drawing upon data from 40 organisations, the…
Abstract
This article makes a significant contribution to the debate about changes in the management of employee relations over the 1980s. Drawing upon data from 40 organisations, the author attempts to assess the extent of these changes in typical, rather than special case, companies. He finds that the management of people is now much more likely to be linked to competitive position, and to be principally the concern of line managers.