From continuous improvement to collaborative innovation : the next challenge in supply chain management

This paper considers the growing importance of inter-company collaboration, and develops the concept of intra-company continuous improvement through to what may be termed collaborative innovation between members of an extended manufacturing enterprise (EME). The importance of ICTs to such company networks is considered but research has shown that no amount of technology can overcome a lack of trust and ineffective goal setting between key partners involved in the cross-company projects. Different governance models may also impact on the success or otherwise of the network. This paper provides an overview of the main topics considered in this Special Issue

Strategy and continuous improvement in small-to-medium Australian manufacturers

While Australian firms have generally recognised the value of continuous improvement (CI) in improving performance, many have yet to develop systems to ensure that the efforts of the CI program are focussed on issues of strategic importance to the company. In fact, as recognised in operations management generally, CI activities can have a significant impact on the development of strategy as well as its implementation. The research reported here uses a CI mapping methodology to chart the relationship between CI and strategy in small- to medium-sized manufacturers. Analysis of the link between the firms’ strategies and CI programs indicates that most firms involved in the study made little attempt to link the two and some appear to be unaware of any need to do so. However, such findings seem to be dependent on company size, the maturity of the CI program and the competitive position of the firm. The paper also includes an examination of the role of operations and shopfloor CI in company strategy, particularly as related to SMEs.

Principals' perceptions of the use of total quality management concepts for school improvement in Mauritius : leading or misleading?

As a small island country, Mauritius is relying on its human capital and innovative hi-tech industry to ensure future economic viability in the global market. As such, Mauritian education authorities are seeking ways to raise educational standards. One idea being canvassed is that Total Quality Management (TQM) could provide the framework for Mauritian school leaders to deliver imperatives for change and improvement and to achieve the aim of ‘world- class quality education.’ This paper reports the findings of a research into Mauritian principals’ current practices in line with TQM tenets and their perceptions about the usefulness or otherwise of ideas implicit in TQM. The findings indicate that whilst principals agree with current progressive notions and thinking compatible with the TQM philosophy, they have not fully translated them into their practice. The paper identifies challenges and opportunities worthy of discussion for school improvement in twenty-first century Mauritius with its high-tech, world-class ambitions.

The e-learning cycle and continuous improvement for e-entrepreneurs

The purpose of this paper is to explore the integration of learning, continuous improvement and innovation theories as a basis for enhancing the education of e-entrepreneurs. Conceptual development of emerging interdisciplinary literature is combined with example analysis to develop the Circle of E-learning uniquely augmented by hermeneutics, action research and the creative destruction cycle of innovation using applied examples of e-entrepreneurship. Four R’s are discussed in the Circle of E-learning; Review, Revise, Reconstruct, and Reveal. Observations for each of the 4R’s are made regarding continuous improvement of the education of e-entrepreneurs. Findings are that the procedural pivot points indicated by the 4R’s can be helpful for administrators and educators to improve operations and outcomes in management and professional development situations.

Improvement in yarn quality for cotton and cotton blend yarns

A novel method of improving yarn quality by improved incorporation of fibres into the yarn structure has been proposed and investigated. This methid enables spinning of finer, stronger, low twist, less hairy and more abarsion resistant yarns.

Evaluation of the Counterweight Programme for obesity management in primary care: a starting point for continuous improvement

Background Evaluation for obesity management in primary care is limited, and successful outcomes are from intensive clinical trials in hospital settings.

Aim To determine to what extent measures of success seen in intensive clinical trials can be achieved in routine primary care. Primary outcome measures were weight change and percentage of patients achieving ≤5% loss at 12 and 24 months.

Design of study Prospective evaluation of a new continuous improvement model for weight management in primary care.

Setting Primary care, UK.

Method Primary care practice nurses from 65 UK general practices delivered interventions to 1906 patients with body mass index (BMI) ≥30 kg/m2 or ≥28 kg/m2 with obesity-related comorbidities.

Results Mean baseline weight was 101.2 kg (BMI 37.1 kg/m2); 25% of patients had BMI ≥40 kg/m2 and 74% had ≥1 major obesity-related comorbidity. At final data capture 1419 patients were in the programme for ≥12 months, and 825 for ≥24 months. Mean weight change in those who attended and had data at 12 months (n = 642) was −3.0 kg (95% CI = −3.5 to −2.4 kg) and at 24 months (n = 357) was −2.3 kg (95% CI = −3.2 to −1.4 kg). Among attenders at specific time-points, 30.7% had maintained weight loss of ≥5% at 12 months, and 31.9% at 24 months. A total of 761 (54%) of all 1419 patients who had been enrolled in the programme for >12 months provided data at or beyond 12 months.

Conclusion This intervention achieves and maintains clinically valuable weight loss within routine primary care.