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Article
Publication date: 5 June 2017

Moh’d Anwer Radwan Al-Shboul, Kevin D. Barber, Jose Arturo Garza-Reyes, Vikas Kumar and M. Reza Abdi

The purpose of this paper is to theorise and develop seven dimensions (strategic supplier partnership, level of information sharing, quality of information sharing, customer…

7071

Abstract

Purpose

The purpose of this paper is to theorise and develop seven dimensions (strategic supplier partnership, level of information sharing, quality of information sharing, customer service management, internal lean practices, postponement and total quality management) into a supply chain management (SCM) practices (SCMPs) construct and studies its causal relationship with the conceptualised constructs of supply chain performance (SCP) and manufacturing firms’ performance (MFP). The study also explores the causal relationship between SCP and MFP.

Design/methodology/approach

Data were collected through a survey questionnaire responded by 249 Jordanian manufacturing firms. The relationships proposed in the developed theoretical framework were represented through three hypotheses: H1 – there is a significant relationship between SCMPs and SCP; H2 – there is a significant relationship between SCMPs and MFP; and H3 – there is a significant relationship between SCP and MFP. Linear regression, ANOVA and Pearson correlation were used to test the hypotheses. The results were further validated using structural equation modelling.

Findings

The results indicate that SCMPs have a positive effect on SCP (H1), which in turn also positively affect MFP (H3). Despite this intermediary positive effect of SCMP on MFP through SCP, the study also suggests that SCMPs have a direct and positive effect on MFP (H2).

Practical implications

This study provides hard evidence indicating that higher levels of SCMPs can lead to enhanced supply chain and firms’ performance. It also provides SC managers of manufacturing firms with a multi-dimensional operational measure of the construct of SCMPs for assessing the comprehensiveness of the SCMPs of their firms.

Originality/value

This study is among the very first SCM researches conducted on the Jordanian manufacturing sector, particularly, in relation to the practices that manufacturing firms in this country need to adopt to make their supply chains a solid competitive vehicle for their development. The results have broader implications for all manufacturing companies, particularly in developing economies where the growth of manufacturing and the development of integrated supply chains are key stages in economic development.

Details

Journal of Manufacturing Technology Management, vol. 28 no. 5
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 13 February 2007

Agustin Perez‐Araos, Kevin D. Barber, J. Eduardo Munive‐Hernandez and Steve Eldridge

The purpose of this paper is to present a knowledge management (KM) tool which has been designed to support the creation of virtual knowledge sharing networks (KSNs). It is a…

4303

Abstract

Purpose

The purpose of this paper is to present a knowledge management (KM) tool which has been designed to support the creation of virtual knowledge sharing networks (KSNs). It is a software‐based application that enables the sharing of knowledge related to the implementation of manufacturing excellence (ME) best practices and improvement tools.

Design/methodology/approach

A survey of SMEs was carried out to investigate the implementation of ME best practices. The results indicated that that the main barrier to the implementation of best practices, quality models and improvement tools is a lack of knowledge about these initiatives due to the resource constraints experienced by SMEs. This led to the development of a KM tool to support the creation of virtual networks to enable SMEs to manage improvement projects and share effectively the generated knowledge. The KM tool is currently at the stage of validation and its future implementation is also under consideration.

Findings

The KM tool supports the creation of KSNs through an explicit KM approach to share ideas, experiences and knowledge about implementation of best practices and improvement tools; helping SMEs to become more competitive.

Practical implications

This research has demonstrated that is possible to provide a KM tool that is suitable for use by a KSN of SMEs. This approach allows transferring some of the tacit and explicit knowledge generated during the implementation of improvement initiatives into electronic documents for future consultation by KSN members.

Originality/value

The KM tool works not only as an electronic repository for knowledge, but it also drives users to apply and share knowledge through its capability to help managing improvement projects.

Details

Journal of Manufacturing Technology Management, vol. 18 no. 2
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 1 October 2006

Kevin D. Barber, J. Eduardo Munive‐Hernandez and John P. Keane

This paper presents a practical methodology for developing a process‐based knowledge management system (KMS) for supporting continuous improvement (CI) and asset management.

4268

Abstract

Purpose

This paper presents a practical methodology for developing a process‐based knowledge management system (KMS) for supporting continuous improvement (CI) and asset management.

Design/methodology/approach

An action research methodology was used to develop a KMS to support CI in a manufacturing company. The KMS is evaluated through application in the case study company. This methodology ensures a consistent approach to carrying out all improvement initiatives. The final part of the methodology addresses the construction of an intranet‐based knowledge warehouse. This contains several searchable areas such as existing information on assets, new knowledge generated from projects, details of expertise in the business and links to the key business drivers through the corporate intranet.

Findings

The KMS is shown to support CI initiatives through the utilization of available data already held within the company's management databases (production, quality and maintenance) including consideration of corporate strategic plans. Process models trigger the application of improvement tools and projects in a true CI environment.

Research limitations/implications

This methodology acknowledges both tacit and explicit knowledge within the company, and it represents an appropriate environment to promote and develop a true learning organization.

Practical implications

The system developed is shown to be flexible and has been implemented in a manufacturing environment. Financial benefits are presented.

Originality/value

The approach used is novel and integrates several areas of IT and process improvement techniques. The resulting methodology is applicable to large and small companies without requiring major IT support facilities. The methodology supports the development of true learning organizations.

Details

International Journal of Quality & Reliability Management, vol. 23 no. 8
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 June 2002

Frank W. Dewhurst, Kevin D. Barber and Matthew C. Pritchard

Many organisations, particularly SMEs, are reluctant to invest time and money in models to support decision making. Such reluctance could be overcome if a model could be used for…

1009

Abstract

Many organisations, particularly SMEs, are reluctant to invest time and money in models to support decision making. Such reluctance could be overcome if a model could be used for several purposes rather than using a traditional “single perspective” model. This requires the development of a “general enterprise model” (GEM), which can be applied to a wide range of problem domains with unlimited scope. Current enterprise modelling frameworks only deal effectively with non‐dynamic modelling issues whilst dynamic modelling issues have traditionally only been addressed at the operational level. Although the majority of research in this area relates to manufacturing companies, the framework for a GEM must be equally applicable to service and public sector organisations. This paper identifies five key design issues that need to be considered when constructing a GEM. A framework for such a GEM is presented based on a “plug and play” methodology and demonstrated by a simple case study.

Details

Management Decision, vol. 40 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 28 September 2012

Kevin Barber and Carolyn Wallace

This article aims to report on the configuration of the integrated Support and Wellbeing Worker (SWB) role in an innovative Gwent Frailty programme from 2009 until 2011.

229

Abstract

Purpose

This article aims to report on the configuration of the integrated Support and Wellbeing Worker (SWB) role in an innovative Gwent Frailty programme from 2009 until 2011.

Design/methodology/approach

The health and social care Gwent Frailty programme used a configuration approach by adopting “frailty” as its unifying theme across the seven agencies involved. In order to configure this role, the Frailty Workforce Group (FWG) identified three tasks; staff engagement, identifying the SWB worker training needs, and scoping the employment options for the new role.

Findings

For others facing the same challenges there are three key principles. The first is that having a unifying concept underpinned by the commissioned “Happily independent” study legitimately enabled the FWG to deliver on its three tasks identified by the Frailty Board. The second was that time spent on early staff and trade union engagement gave positive messages about their value within the role configuration. Finally, that developing an integrated role meant that core training and development had to be consistent so that registered staff were confident they could delegate safely.

Originality/value

The number of articles on developing an integrated support worker role in health and social care is sparse. The value of this article is that it reports on the configuration of an innovative new integrated health and social care role working with frail people. This was based on what older people wanted from services in order to be “happily independent”.

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Article
Publication date: 1 January 2006

Steve Eldridge, Mohammed Balubaid and Kevin D. Barber

The purpose of this article is to examine the difficulties associated with quality costing and propose a solution based upon the use of knowledge management techniques.

4259

Abstract

Purpose

The purpose of this article is to examine the difficulties associated with quality costing and propose a solution based upon the use of knowledge management techniques.

Design/methodology/approach

A widely available software tool is used to create a quality costing ontology based upon the prevention appraisal failure classification of quality costs. This ontology is used for the collection, processing, sharing and use of quality cost‐related knowledge. The ontology was evaluated using case study data and compared with conventional approaches to quality costing.

Findings

The quality costing ontology is easier and more efficient than conventional quality costing methods. It has greater capability in terms of the analysis and use of quality costing knowledge and overcomes the barriers to quality costing due to poor understanding and awareness.

Research limitations/implications

The quality costing ontology provides a platform for researchers to investigate quality cost behaviour within a well‐structured environment. The use of alternative classifications to prevention appraisal failure in the ontology need to be investigated further.

Practical implications

Traditionally, training and education have been used to rectify poor understanding and awareness of quality costs but with limited success. The quality cost ontology provides an alternative solution that uses knowledge management (KM) technology and is based on information systems.

Originality/value

The authors could find no research or published paper that has discussed the role of KM in quality costing.

Details

International Journal of Quality & Reliability Management, vol. 23 no. 1
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 12 January 2010

Jose Arturo Garza‐Reyes, Steve Eldridge, Kevin D. Barber and Horacio Soriano‐Meier

Overall equipment effectiveness (OEE) and process capability (PC) are commonly used and well‐accepted measures of performance in industry. These measures, however, are…

5138

Abstract

Purpose

Overall equipment effectiveness (OEE) and process capability (PC) are commonly used and well‐accepted measures of performance in industry. These measures, however, are traditionally applied separately and with different purposes. The purpose of this paper is to investigate the relationship between OEE and PC, how they interact and impact each other, and the possible effect that this relationship may have on decision making.

Design/methodology/approach

The paper reviews the OEE and PC background. Then, a discrete‐event simulation model of a bottling line is developed. Using the model, a set of experiments are run and the results interpreted using graphical trend and impact analyses.

Findings

The paper demonstrates the relationship between OEE and PC and suggests the existence of a “cut‐off point” beyond which improvements in PC have little impact on OEE.

Practical implications

PC uses the capability indices (CI) to help in determining the suitability of a process to meet the required quality standards. Although statistically a Cp/Cpk equal to 1.0 indicates a capable process, the generally accepted minimum value in manufacturing industry is 1.33. The results of this investigation challenge the traditional and prevailing knowledge of considering this value as the best PC target in terms of OEE.

Originality/value

This paper presents a study where the relationship between two highly used measures of manufacturing performance is established. This provides a useful perspective and guide to understand the interaction of different elements of performance and help managers to take better decisions about how to run and improve their processes more efficiently and effectively.

Details

International Journal of Quality & Reliability Management, vol. 27 no. 1
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 November 2001

Frank Dewhurst, Kevin Barber and J.J.B. Rogers

The performance of manufacturing systems needs to be continuously reviewed in response to increasingly evolving market conditions. In recent years, a large volume of research has…

1510

Abstract

The performance of manufacturing systems needs to be continuously reviewed in response to increasingly evolving market conditions. In recent years, a large volume of research has concentrated on improving manufacturing performance. Some research has been directed at senior management emphasising the strategic need for change and how to initiate change; other research has been directed at shop floor level and the provision of tools for continuous improvement; whilst more recent research has focused on business process re‐engineering and supporting methodologies. However, there is a very limited set of tools available for middle managers to encapsulate the aspirations of senior management (e.g. the strategic objectives of a company) and translate these into shop floor actions. This paper proposes a methodology to support management of the introduction of new processes, products and systems and to improve the performance of manufacturing systems. The paper presents a case and methodology for an integrated system for strategic, tactical, operational and project planning. The proposed methodology is based on structured systems analysis and simulation of a manufacturing plant. Feasibility of the approach is demonstrated through application to two small to medium‐sized enterprises.

Details

International Journal of Operations & Production Management, vol. 21 no. 11
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 June 2012

Paolo Taticchi, Luca Cagnazzo, Roger Beach and Kevin Barber

The purpose of this paper is to draw on the experiences of a real company to develop a framework of management processes for an organizational network model that has enabled a…

1256

Abstract

Purpose

The purpose of this paper is to draw on the experiences of a real company to develop a framework of management processes for an organizational network model that has enabled a network of enterprises to develop new levels of organizational flexibility, particularly with regards to improving the network's capacity to innovate.

Design/methodology/approach

A longitudinal case study of an Italian enterprise network forms the basis of the analysis described in this paper.

Findings

The key operational and organizational activities of the principal agent in a novel organizational network model known as the Virtual Development Office (VDO) are identified and discussed.

Research limitations/implications

The (VDO) concept is identified as a realistic and practical means of leveraging the competences of an enterprise network to achieve competitive advantage. However, more empirical data are required before the concepts described herein can be generalised more widely.

Practical implications

The small to medium‐sized enterprise (SME) is a major contributor to the European economy. However, the constraints that these organizations operate under mean that they are often at a competitive disadvantage. The organizational network model outlined in this paper can assist in leveraging their capacity to innovate.

Originality/value

Research in collaborative networks has become increasingly important given the significant impact it can have on competitiveness. This paper demonstrates a framework of management processes for a novel organizational network model that facilitates collaboration amongst networks of SMEs.

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Article
Publication date: 1 October 1997

B.G. DALE, K.D. Barber, R.T. Williams and T. van der Wiele

Reveals that the majority of those writing on the subject of managing quality in a service environment argue that this is more difficult than in manufacturing. Tries to redress…

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Abstract

Reveals that the majority of those writing on the subject of managing quality in a service environment argue that this is more difficult than in manufacturing. Tries to redress this balance by presenting a number of reasoned arguments. The material presented is based heavily on opinion rather than fact, but intends to cause researchers and students alike to question some of the traditional arguments and perhaps even spark a debate on the topic which examines key features of manufacturing and examines the difficulties they present in relation to the management of quality. Concludes that while the management of quality in services is different to manufacturing, it is not always the case that it is more difficult.

Details

Managing Service Quality: An International Journal, vol. 7 no. 5
Type: Research Article
ISSN: 0960-4529

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