Two major factors have contributed to the evolution of electrical discharge machining (EDM) from a toolroom to a production process. Firstly, the aircraft industry had a…
Abstract
Two major factors have contributed to the evolution of electrical discharge machining (EDM) from a toolroom to a production process. Firstly, the aircraft industry had a requirement for the high‐volume manufacture of precision components using the “exotic”, difficult‐to‐machine materials such as Hastelloy, Nimonics, titanium, etc. Secondly, advanced innovative systems developed by Amchem Co. Ltd., Sileby. Leicestershire, provided the capability of high productivity, with economies in space and manpower.
This article discusses the potential of coaching in mental health. It reports on the work being done by Oxleas NHS Trust, Bexley Council and First Step Trust in partnership with…
Abstract
This article discusses the potential of coaching in mental health. It reports on the work being done by Oxleas NHS Trust, Bexley Council and First Step Trust in partnership with Doing‐it Personal and Corporate Coaching to equip managers, workers and service users with the new skill of coaching. Coaching can enable mental health professionals to work confidently with service users to help achieve their individual aspirations and potential.
This is the second of two articles on teamwork which aim to deals with the selection and formation of teams, team leadership, team roles and team development.
Abstract
Purpose
This is the second of two articles on teamwork which aim to deals with the selection and formation of teams, team leadership, team roles and team development.
Design/methodology/approach
The paper builds on the first article which covered such issues as the reasons for moving to team working for improving performance, improving quality and encouraging innovation, promoting and exploiting technological advances and as a means of improving motivation. The article also looks at how teams are chosen and developed. Best practice as outlined by the UK Advisory, conciliation and arbitration service (ACAS) is used together with the personal experience of the author.
Findings
The first thing to recognize is that organizations will be at different points in their evolution in team working terms. Teams that need to work within and across an organization such as sales, marketing, purchasing, personnel and finance find that team working fosters a collaborative rather than a competitive or adversarial approach. It is vital that teams must be capable of doing the job for which they have been selected and this clearly implies that the membership should include people able to contribute towards the completion of task.
Originality/value
It is important that management, trade unions and employees ensure they know how team working will contribute to their business strategy and that it is likely to involve a long‐term transformation.
Details
Keywords
The annual Autumn Conference of the British Association for Brazing and Soldering offers a forum for discussions between scientists and engineers involved with two technologies…
Abstract
The annual Autumn Conference of the British Association for Brazing and Soldering offers a forum for discussions between scientists and engineers involved with two technologies which, because of their obvious similarities, would be expected to be of mutual benefit and learning. In reality both the science and the practice of brazing and soldering are quite different. I suspect, with some regret, the BABS Management Committee decided that for the first time this division be formally recognised by offering soldering as the subject of the first day and brazing and diffusion bonding the subjects of the second. This report covers the soldering day only, during which seven papers were presented:
Athanassios Mihiotis and Niki Argirou
The purpose of this paper is to present coaching opportunities and applications in the workplace as well as to point out that organizations that want to leverage the benefits of…
Abstract
Purpose
The purpose of this paper is to present coaching opportunities and applications in the workplace as well as to point out that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. A further purpose of this paper is to gain some insight regarding several critical success factors are not well understood by organizations and to identify possible areas for improvement for them.
Design/methodology/approach
The authors first presents the environment in which coaching was developed, from which disciplines was it affected, and how it was shaped into its current form. Then the authors focus on coaching used as a business development tool and critical factors that play an important role in the effectiveness of coaching from the organizations’ side are presented. The paper ends with some qualitative conclusions.
Findings
The value that organizations realize form coaching is proportional to the quality of coaching delivered. Organizations that invest in quality coaches, have, themselves, a clear understanding of what coaching really is and actively support coaching initiatives at every aspect of coaching’s procedure, can reap the greatest benefits from it.
Originality/value
Several studies have been conducted to determine the organization-dependent factors that affect coaching and the quality of the result. However, do date it has not been highlighted that organizations that want to leverage the benefits of coaching must be mature enough to have certain processes and practices in place. Furthermore, possible areas for improvement for companies are identified regarding several critical success factors that are not well understood by them.
Details
Keywords
Genealogical research is like solving a mystery: it helps if you are a mystery buff. In doing genealogical research, one recognizes the need to solve a problem, decides what might…
Abstract
Genealogical research is like solving a mystery: it helps if you are a mystery buff. In doing genealogical research, one recognizes the need to solve a problem, decides what might bring the solution, then follows the clues to the end.
“What was it like over there?” we were asked from the instant we got off the Freedom Bird. And then:
The title of this review may be slightly misleading because Lannion is really a few kilometres from Finisterre, but it certainly seemed as if we were getting to the end of the…
Abstract
The title of this review may be slightly misleading because Lannion is really a few kilometres from Finisterre, but it certainly seemed as if we were getting to the end of the world travelling there in a fierce equinoctial tempest, one of the worst for several years! Fortunately, the weather cleared up for the opening of the conference the following day and revealed the beauty of the Britanny landscape. Nevertheless, the remark must be made that Lannion was a peculiar choice for an International Conference in view of the fact that it is 500 km from the nearest international airport. A number of participants complained of the difficulty of communications and it is known that others abstained from participating purely because of the difficulties of reaching such an isolated spot. However, some 210 delegates arrived by all possible means. Let it nevertheless be said that the organisation was impeccable — one of the best conferences I have ever attended from that point of view. As just one example, Lannion is essentially a small, mediaeval market town that has outgrown its clothes by the advent of modern technology and the enterprises that surround it. The result is a severe lack of modern hostelries capable of lodging an influx of a couple of hundred or more persons. However, there are an adequate number a few kilometres away, in Perros‐Guirec, a small town situated over three picturesque coves on the Pink Granite Coast. The organisers had the forethought to ensure coaches were always available to shuttle the delegates between their hotels and the various events. They also engaged the services of a caterer to produce lunch and dinner each day, probably otherwise impossible if the delegates had to make their own arrangements.
BUSINESS leaders recur again and again in their public utterances to the difficulty of obtaining enough recruits of suitable calibre. What they have in mind, as Mr. David Barran…
Abstract
BUSINESS leaders recur again and again in their public utterances to the difficulty of obtaining enough recruits of suitable calibre. What they have in mind, as Mr. David Barran, chairman of Shell Transport, implied recently, is university graduates. ‘What I am really pleading for,’ he said, ‘is a stronger bridge between education and industry, starting as far back as the sixth form and extending across the student years at university, helping the graduate to choose a career that will employ his potential to the best advantage.’
Using the very latest Visiongauge equipment, Excellon UK has launched a 24‐hour turnaround service to provide extremely accurate verification of drilled PCBs for process…
Abstract
Using the very latest Visiongauge equipment, Excellon UK has launched a 24‐hour turnaround service to provide extremely accurate verification of drilled PCBs for process certification or machine calibration. The service allows customers to ensure optimum drill performance and to keep approval records without the time and cost of OPIC or CMM.