David Bamford

Managing planned and emergent change within an operations management environment

Organisational change, as a general topic, has been extensively researched since the 1950s, as evidenced by the proliferation of papers in the last five decades. As a research topic within operations management, it offers fascinating insights into the way manufacturing organisations function and adapt in reality. This paper evaluates what has worked, and what has not been effective, within a UK‐based manufacturing company, tracking multiple change initiatives over several years across two company sites. The core research focused on the implementation of change initiatives based on common constructs, such as planned change, as defined by management writers and consultants. From the research it emerged that a realistic interpretation of the change process had to take into account multiple and varied forces, such as: customers and suppliers; the economic environment; national and international legislation; the history of the organisation; etc. The research underpinning this paper enabled an identification of the specific influences on changes in the organisation and the way these interacted over time. A model of organisational change, developed from the research, is presented. The contribution of this paper lies mainly in deepening operations managers’ understanding of organisational change. It also uncovers the underlying rationales that steer change initiatives (planned or emergent) and identifies the key influences on organisational change. It provides and renews the necessary vocabulary, allowing managers to understand better and act on the multiple dimensions of organisational change. Furthermore, the provision of key learning points through a number of management “guidelines”, provides specific advice on how to effect sustainable change within organisations.

The use of quality management tools and techniques: a study of application in everyday situations

Purpose – This paper describes the use and application of a structured approach to the basic implementation of quality management tools and techniques such as the QC7 tools.Design/methodology/approach – A methodology based around the application of a structured approach to the use of basic quality management tools is adopted, and provides a simple yet powerful means by which the steps of problem solving can be sequentially linked together.Findings – Everyday process examples are used to highlight the benefits of such tools and techniques in contributing to a greater understanding of the process by the process operator or owner. For each example, the use of appropriate tools or techniques are examined and their application analysed. The paper then goes on to discuss the wider implications of quality management tool application within industry and business.Research limitations/implications – It is not suggested the examples detailed are thoroughly scientific in methodology but they do serve to illustrate th...

A case study of service failure and recovery within an international airline

Purpose – This paper seeks to examine the effectiveness of internal processes of service quality recovery for an international airline.Design/methodology/approach – An action research methodology was adopted. The research involved: a review of available service quality literature; the identification of causes of failure/errors within the host company; the development of key lessons and management guidelines.Findings – It is argued that, for service recovery to be effective, it must be external (to the customer) as well as internal (to the organisation). The need to incorporate employees and not overlook their significance, power and influence on the delivery of quality service is highlighted. Through comparison with another airline the findings re‐assert that service quality excellence can only be achieved through employee satisfaction, commitment and loyalty as a result of senior management commitment, focus and drive.Research limitations/implications – The methodology applied was appropriate, generating...

New Development: Using Lean Techniques to Reduce Radiology Waiting Times

This article reports on how systems were enhanced through the application of Lean principles within a hospital division of diagnostics and clinical support. Patients were diagnosed faster, treatment started earlier and departmental managers were better able to manage capacity to meet demand.

The NIHR collaboration for leadership in applied health research and care (CLAHRC) for Greater Manchester: combining empirical, theoretical and experiential evidence to design and evaluate a large-scale implementation strategy

BackgroundIn response to policy recommendations, nine National Institute for Health Research (NIHR) Collaborations for Leadership in Applied Health Research and Care (CLAHRCs) were established in England in 2008, aiming to create closer working between the health service and higher education and narrow the gap between research and its implementation in practice. The Greater Manchester (GM) CLAHRC is a partnership between the University of Manchester and twenty National Health Service (NHS) trusts, with a five-year mission to improve healthcare and reduce health inequalities for people with cardiovascular conditions. This paper outlines the GM CLAHRC approach to designing and evaluating a large-scale, evidence- and theory-informed, context-sensitive implementation programme.DiscussionThe paper makes a case for embedding evaluation within the design of the implementation strategy. Empirical, theoretical, and experiential evidence relating to implementation science and methods has been synthesised to formulate eight core principles of the GM CLAHRC implementation strategy, recognising the multi-faceted nature of evidence, the complexity of the implementation process, and the corresponding need to apply approaches that are situationally relevant, responsive, flexible, and collaborative. In turn, these core principles inform the selection of four interrelated building blocks upon which the GM CLAHRC approach to implementation is founded. These determine the organizational processes, structures, and roles utilised by specific GM CLAHRC implementation projects, as well as the approach to researching implementation, and comprise: the Promoting Action on Research Implementation in Health Services (PARIHS) framework; a modified version of the Model for Improvement; multiprofessional teams with designated roles to lead, facilitate, and support the implementation process; and embedded evaluation and learning.SummaryDesigning and evaluating a large-scale implementation strategy that can cope with and respond to the local complexities of implementing research evidence into practice is itself complex and challenging. We present an argument for adopting an integrative, co-production approach to planning and evaluating the implementation of research into practice, drawing on an eclectic range of evidence sources.

A case study of change management effectiveness within the NHS

Abstract In the UK healthcare sector structural change has become increasingly frequent and there are few employees in the NHS who have not experienced this in some form. Anecdotally, many of those affected report negative consequences that have potentially adverse effects on service delivery. The purpose of this research is to evaluate the effectiveness of the management of change in one specific healthcare setting, the Public Health Laboratory Service. It also seeks to make recommendations for managing organisational change that are applicable elsewhere and to consider the validity of existing change management models. This research is set in the context of the creation of a new Special Health Authority (the Health Protection Agency, HPA) and other related changes as outlined in the Chief Medical Officers strategy document Getting Ahead of the Curve (Department of Health, 2002). The research seeks to analyse this change programme from the perspective of one group of affected individuals, employees of the Public Health Laboratory Service. Recommendations for future management of change at the HPA and elsewhere are made, with observations about the validity of existing change management models. The core contribution of this research is that it has added to the general body of knowledge about organisational change and its management. This is of value to those working in the UK healthcare and wider public sector. Specific recommendations for future research are made.

A case study into operational team-working within a UK hospital

Purpose – This paper aims to report on research into human resource management within an operations management environment; specifically, operational team‐work amongst health care workers in a hospital.Design/methodology/approach – Eight operational teams within a UK National Health Service hospital took part and the research used a combination of survey and group discussions.Findings – The results show the construct of the team had little operational definition. Key factors identified as contributing to effective team‐working include: leadership; frequency of team meetings; a climate of trust and openness. There was limited evidence of truly multi‐disciplinary teams and of organisational support for team‐working.Research limitations/implications – The methodology applied was appropriate, generating data to facilitate discussion and draw specific conclusions therefrom. A perceived limitation is the single case approach; however, Remenyi et al. argue this can be enough to add to the body of knowledge. In t...

The application and use of the PAF quality costing model within a footwear company

Purpose – The purpose of this paper is to describe an investigation into collection and measurement of cost of quality, explaining how this information was presented and used for business improvement in a footwear company.Design/methodology/approach – An action research methodology was adopted. The research involved: review of available COQ literature; identification of cost categories; adoption and trial of cost collection systems.Findings – Quality costing can only be used as a management tool if the data presented is both accurate and valid. This is limited by availability of required information and necessary expertise and resources to gather and analyse such information. Careful development of the cost model and a transparent, agreed methodology for employing it is essential.Research limitations/implications – The methodology applied was appropriate, generating data to facilitate discussion and draw specific conclusions from. A perceived limitation is the single case approach; however, this can be en...

Healthcare capacity measurement

Purpose – The purpose of this paper is to present findings from an action research intervention in the outpatient department of a National Health Service (NHS) Hospital. It investigates the perceived and actual problems of measuring capacity at a UK hospital.Design/methodology/approach – An action research methodology was adopted: relevant literature on capacity measurement and performance was reviewed; the motivation behind its usage explored. Systems requiring improvement were identified and the adoption and implementation of new working methods initiated and explored. In addition to considering capacity measurement and performance issues, the authors examined the effects this may have on the long‐term potential of the organisation.Findings – The research identified gaps in the capacity and activity measures used and in the dissemination of performance information. To address these problems and meet the changing needs of the department a new performance measurement and reporting tool was implemented.Res...

Feasibility of assessing the needs of stroke patients after six months using the GM-SAT

Objective: To investigate the feasibility of administering the Greater Manchester Stroke Assessment Tool (GM-SAT), a structured evidence-based needs assessment tool, in a community setting and its acceptability to stroke patients and their carers. Setting: Community stroke services. Subjects: One hundred and thirty-seven stroke patients at six months post hospital discharge with no communication or cognitive difficulties residing in their own homes. Intervention: Patients’ needs were assessed by information, advice and support (IAS) coordinators from the UK Stroke Association using the GM-SAT. Main measures: Number and nature of unmet needs identified and actions required to address these; patient/carer feedback; and IAS coordinator feedback. Results: The mean number of unmet needs identified was 3 (min 0, max 14; SD 2.5). The most frequently identified unmet needs related to fatigue (34.3%), memory, concentration and attention (25.5%), secondary prevention non-lifestyle (21.9%) and depression (19.0%). It was found that 50.4% of unmet needs could be addressed through the provision of information and advice. Patients/carers found the assessment process valuable and IAS coordinators found the GM-SAT easy to use. Conclusions: Results demonstrate that the GM-SAT is feasible to administer in the community using IAS coordinators and is acceptable to patients and their carers, as well as staff undertaking the assessments. Further research is needed to determine whether the application of the GM-SAT at six months improves outcomes for patients.