W. Edwards Deming is famous for his work in Japan and his attempts to transform Western management. A recently established collection in the Library of Congress contains his…
Abstract
W. Edwards Deming is famous for his work in Japan and his attempts to transform Western management. A recently established collection in the Library of Congress contains his personal and professional papers. These files help clarify Deming’s profound views. Well organized and properly maintained, this collection is titled The W. Edwards Deming Papers. Those who are searching for an understanding of Deming’s experience and views will find a treasure trove of information and ideas. Obviously, this collection will not answer all of the questions about his philosophy, but it will help significantly. After a short description of his experience this article provides an overview of the collection and then focuses on five examples of potential research that will be aided by The W. Edwards Deming Papers. These examples are not presented as completed research, but rather as research opportunities intended to whet the research appetite of the reader.
This article discusses the total quality management (TQM) movement and then elaborates about W. Edwards Deming’s experiences and views. Finally, there is a comparison of total…
Abstract
This article discusses the total quality management (TQM) movement and then elaborates about W. Edwards Deming’s experiences and views. Finally, there is a comparison of total quality management and the Deming approach to quality management. The TQM movement was attractive to many organizations during the 1980s and the first half of the 1990s. To succeed, total quality management had many long‐term require‐ments. One of these was that top management must have a passion for the subject. Without this sustained passion top management’s attention and energy towards TQM would be diverted to other pressing needs. While Deming insisted that there was no “instant pudding”, many consultants in establishing themselves with a client suggested short‐term gains. Because of this search for short‐term gains, process improvement and reductions in cycle time became very popular and in some cases a final objective. Unfortunately, after they ran their short‐term course, many efforts collapsed and TQM was often declared a failure.
Beth Blankenship and Peter B. Petersen
W. Edwards Deming, famous for his work with the Japanese following the Second World War, had a unique set of theories and approaches that were clearly his own. While much has been…
Abstract
W. Edwards Deming, famous for his work with the Japanese following the Second World War, had a unique set of theories and approaches that were clearly his own. While much has been written about his experience and views, this article will focus on those individuals who made a significant impact on the formation of his views during the 1920s and 1930s and what he gained from each of them. Walter A. Shewhart was clearly the individual who had the most profound influence on Deming’s views and subsequent approaches to quality. But more than an influence, Shewhart was Deming’s mentor. Others who influenced Deming during this period include: Clarence Irving Lewis, Sir Ronald A. Fisher, and Jerzy Neyman. Those who wish to understand Deming’s theories can gain from studying Deming’s experience and views. In addition, a more detailed understanding of Deming can be gained by also studying the work and theories of those who influenced him.
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Robert C. Ford and Peter B. Petersen
Entrepreneurship is increasingly recognized as vital for economies to grow and survive in an increasingly competitive world. Studying the critical success factors of…
Abstract
Purpose
Entrepreneurship is increasingly recognized as vital for economies to grow and survive in an increasingly competitive world. Studying the critical success factors of entrepreneurial activity is and will continue to be a primary scholarly interest. Factors that have been identified in current times as critical to the success of entrepreneurs can even be seen in the actions of an entrepreneur in nineteenth‐century America. This paper seeks to use historical evidence about the career of Henry B. Plant to illustrate the application of those key factors and to expand knowledge of customer networks in entrepreneurial success.
Design/methodology/approach
The recent Kauffman study of successful entrepreneurs identifies 12 characteristics that are associated with their success. Clustered into three groupings in descending order of importance they are: work experience and previous success, management team, and luck; professional and personal networks, university education, and availability of venture capital funding; geographic location, advice from investors, alumni networks, and state and/or regional assistance. Consequently, this article examines the career of Henry B. Plant to provide additional historical evidence for the Kauffman study's classification of critical characteristics of successful entrepreneurs. Moreover, it illustrates the value of strong ties in a customers network as a valued resource for entrepreneurs.
Findings
Henry B. Plant was an entrepreneurial pioneer and a visionary leader. Singlehandedly, he made Tampa, Florida by building the railroad to it. His strategy of opening up the state with an integrated rail and ship system necessitated thinking through the interconnections of different modes of transportation, tying together schedules, and making it possible to move people and goods from New York to Havana. By examining Henry B. Plant examples of how he used key success factors, similar to those in Kauffman's study, to create and develop his entrepreneurial efforts can be found. Moreover, his ability to create strong ties with his customer network created a valuable and unique resource in his entrepreneurial success.
Originality/value
While many studies of entrepreneurs focus on the twentieth and twenty‐first centuries, an example from the nineteenth century remains of value in understanding the key drivers of entrepreneurial success. This is particularly true for Plant who showed that by carefully creating and maintaining strong ties with a customer network he could provide his enterprise with a valuable and unique resource that was a major contributor to his success as an entrepreneur.
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A recovery crisis is an occasion when there is a subsequent calamity after a major crisis such as the recovery crisis following the 9/11 World Trade Center tragedy or the recovery…
Abstract
Purpose
A recovery crisis is an occasion when there is a subsequent calamity after a major crisis such as the recovery crisis following the 9/11 World Trade Center tragedy or the recovery crisis following the devastation in New Orleans caused by Hurricane Katrina. Consequently, this paper seeks to focus on what can be done to prevent or limit the ill effects of a crisis during recovery.
Design /methodology/approach
An examination of the details of the great Baltimore fire of 1904 reveals why there was a crisis during their recovery; and by studying the lessons they learned, it will be evident that some of these lessons should be considered for dealing with present day recovery crises.
Findings
While many people worked together to bring the fire under control during the great Baltimore fire many of the same people fought each other in a crisis that followed the fire during the recovery of Baltimore's 70 block business district. That is, initial passions changed abruptly from working unselfishly together for the greater good during the 30‐hour fire to self‐serving actions during the rebuilding of the city. In fact, the political conflict was so stressful after the fire that Baltimore's mayor committed suicide.
Practical implications
The findings of this article focus on sound measures that should be considered today.
Originality/value
The paper is an application of historical lessons learned. The experiences described in this paper can be helpful in discussions today about crisis management.
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Just‐in‐time (JIT) production methods were popularized by the excellent results achieved by Japanese industry. When it became evident during the 1970s that the Japanese were…
Abstract
Just‐in‐time (JIT) production methods were popularized by the excellent results achieved by Japanese industry. When it became evident during the 1970s that the Japanese were gaining markets previously dominated by Americans, there was considerable interest in learning how Japanese industry operates. Then, during the early 1980s, Toyota’s highly effective JIT production system had a particular appeal to Americans who were trying to understand Japanese production methods. While Taichi Ohno, creator of Toyota’s production system, credits Henry Ford as the originator, it is now known that Ernest Kanzler, one of Ford’s subordinates, played a major role in developing JIT production methods. This article reports Ford’s and Kanzler’s contributions and explores the possible influence that Frederick W. Taylor may have had on the development of this approach at the Ford Motor Company.
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The purpose of this paper is to trace the European and British activities of Wallace Clark and his consulting firm with public sector agencies and private firms implement Henry L…
Abstract
Purpose
The purpose of this paper is to trace the European and British activities of Wallace Clark and his consulting firm with public sector agencies and private firms implement Henry L. Gantt’s chart concept.
Design/methodology/approach
Archival records and secondary sources in English and French.
Findings
Developed to meet the shipbuilding and use needs for the Great War (World War I), the Gantt chart was disseminated through the work of Wallace Clark during the 1930s in numerous public sector and private organizations in 12 nations. The Gantt concept was applied in a variety of industries and firms using batch, continuous processing and/or sub-assembly lines in mass production. Traditional scientific management techniques were expanded for general management, such as financial requirement through budgetary control. Clark and his consulting firm were responsible for implementing a managerial tool, the Gantt chart, in an international setting.
Research limitations/implications
Some firms with which Clark consulted could not be identified because the original records of the Wallace Clark Company were disposed of by New York University archival authorities. Industries were identified from the writings of Pearl Clark and Wallace Clark, and some private or public organizations were discerned from archival work and the research of French and British scholars.
Originality/value
This is the first study of the diffusion of a managerial tool, developed in America by Henry L. Gantt, into Europe and Britain through the contributions of Wallace Clark.
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Verena Raab, Brigitte Petersen and Judith Kreyenschmidt
An optimal temperature monitoring is a prerequisite for cold chain management and thus for the production and supply of high quality and safe products as well as for the reduction…
Abstract
Purpose
An optimal temperature monitoring is a prerequisite for cold chain management and thus for the production and supply of high quality and safe products as well as for the reduction of waste and economic losses. The aim of this paper is to identify and compare already existing temperature monitoring solutions in operation and novel temperature monitoring solutions with a view to their use for optimal temperature monitoring in meat supply chains. A special focus is placed on the identification and specification of challenges by the implementation of temperature monitoring systems which allow an optimal control of the temperature conditions in meat supply chains, as required by the new European food law.
Design/methodology/approach
The paper is a literature review of existing and novel temperature monitoring systems and challenges faced by the practical implementation of monitoring systems which allow continuous control of the temperature conditions in meat supply chains. First, the relevant literature relating to these aspects was examined and second, expert knowledge was applied with system developers of temperature monitoring and information management systems, participants in the meat supply chains and researchers
Findings
In the article different intra‐ as well as inter‐organisational challenges relating to the practical implementation of optimal temperature monitoring solutions have been identified and described.
Originality/value
The paper provides a holistic perspective of temperature monitoring solutions in meat supply chains. The challenges met when implementing temperature monitoring solutions have not been widely discussed in the literature. The proposed solutions to the specified challenges make an important contribution to developing guidelines for the implementation of optimal temperature monitoring systems in meat supply chains, resulting in improvements in food quality and safety.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.