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Featured researches published by David Yarrow.


The Tqm Magazine | 2000

The impact of ISO 9000 and TQM on best practice/performance

Vas B. Prabhu; Alex Appleby; David Yarrow; Ed Mitchell

Companies, irrespective of size or sector, often use ISO 9000 and TQM as a route to world class status. The aim of this paper is to show if this has had any impact on or contributed to raising their competitiveness. This paper gives brief details of a large‐scale UK benchmarking study on the adoption of best practice which provides the data for this research. Then the distinguishing features of some best practices and performance within both ISO and non‐ISO companies are presented for the manufacturing sector. The significance of any correlations between practice and performance are also put forward for further consideration. Finally, the lessons to be learnt from this empirical evidence are drawn out.


Performance Measurement and Metrics | 2005

Towards a framework for benchmarking ICT practice, competence and performance in small firms

David Wainwright; Gill Green; Ed Mitchell; David Yarrow

Purpose – This paper aims to provide a review and critique of the benchmarking literature with respect to information and communication technology (ICT) adoption and usage within small firms. This is used as the basis for developing a competence based model contingency framework to be used for comparing practice and performance with respect to ICT within small firms.Design/methodology/approach – A theoretical approach is proposed whereby the key metrics and questions related to the development of an ICT benchmarking framework are derived from recent empirical research reported in the literature.Findings – The main findings indicate a paucity of empirical research with respect to benchmarking ICT and also underdeveloped theory in terms of IT adoption in small firms. The ICT competence and capability approach is proposed as a viable research avenue for investigating IT performance within small firms.Research limitations/implications – Limitations of this research are related to its current phase as work in ...


Total Quality Management & Business Excellence | 2004

Made in the 21st Century: How Far Have we Come on the Journey to Excellence?

David Yarrow; Philip Hanson; Andrew Robson

The ‘Made in Europe’ studies, published during the 1990s, were a landmark in advancing our understanding of ‘best manufacturing practice’, and the extent to which it is effectively deployed. The studies revealed links between practice and performance, and profiled various sectors, countries and organization types in terms of their characteristics, strengths and opportunities for improvement. The ‘Made in Europe’ findings have exerted significant influence on public policy and business support strategies, and the studies’ original research tools have subsequently developed into a leading-edge suite of benchmarking tools known collectively as PROBE – ‘PROmoting Business Excellence’. This paper describes the development and current status of this suite of international improvement tools, which has reached 32 countries and has established a dataset containing over 4000 individual site benchmarks. The paper reflects upon the lessons learned from 10 years of experience of deploying diagnostic benchmarking in support of organizational change and learning. It presents a ‘then and now’ comparison of PROBE data for UK manufacturers, and looks forward to further developments and growing momentum in the spread of good practices, arguing that the next 10 years may be less about the state of the art of best practices as such, and more about applying the social sciences to stimulate and support diffusion and adoption of those practices.


International Journal of Quality & Reliability Management | 2005

Does quality drive employee satisfaction in the UK learning sector

Andrew Robson; David Yarrow; Jane Owen

Purpose – The purpose of this paper is to provide empirical evidence to assess the nature and extent of the link between employee satisfaction and organisational performance.Design/methodology/approach – This paper examines the link between staff satisfaction and organisational performance, presenting findings from 21 colleges of Further Education that have participated in both a survey of staff satisfaction (covering over 2,600 staff from these colleges) and in a diagnostic benchmarking exercise using the “Learning PROBE” methodology.Findings – The results suggest that whilst each of the measured aspects of work are regarded as being important by a majority of survey respondents, the level of “satisfaction” displayed in each of these attributes is indicated by only a minority of those surveyed. The findings support the existence of a link between staff satisfaction and organisational excellence. Staff satisfaction levels are most strongly associated with the leadership and service processes indices, and ...


Total Quality Management & Business Excellence | 2004

Organizational Excellence: Do your Stakeholders Agree?

David Yarrow; Andrew Robson; Jane Owen

This paper presents findings from 21 Colleges of Further Education, which have participated in surveys of both staff and learner satisfaction and which (as part of a larger survey of colleges) have taken part in a diagnostic benchmarking exercise using the ‘Learning PROBE’ methodology. Learning PROBE was developed from the established ‘Service PROBE’ to support UK Further Education Colleges in their pursuit of excellence. More than 2500 staff of these 21 colleges have participated in the satisfaction survey relating to their job, considering 38 aspects of their working life. Separately, more than 16,000 students undertook a learner satisfaction survey in which 28 aspects of their college life were assessed. Only four of the aspects of the staff’s working life displayed an overall positive response from the participating staff, whilst most measures had more staff displaying dissatisfaction than satisfaction with the extent to which their expectations are being met. With respect to the satisfaction of learners, a key stakeholder group for the colleges, a majority of respondents displayed satisfaction for all but two of the attributes considered. It would be reasonable to assume that if a college has effectively implemented good practices, which are delivering strong results, then the benefits will be felt by both of these stakeholder groups, staff and learners, leading in turn to associated levels of satisfaction with the organization. Analysis reported within this paper would suggest that only negligible association exists between levels of implementation of individual practices (as measured by PROBE) and levels of either staff or learner satisfaction with the organization, as defined by various pairs of comparable measures. In contrast, when PROBE scores are aggregated to form higher-level ‘enabler’ and ‘results’ indices, then the levels of association between the indices and related measures of staff and learner satisfaction display greater levels of significance. However, some statistical associations relating to the learners’ satisfaction appear to be counter-intuitive. The findings from this research suggest that the combined effect of a number of related practices seems to have a greater impact upon stakeholder satisfaction rather than implementation of individual, standalone ‘good practices’


OR Insight | 2000

Getting to the Facts

Andrew Robson; David Yarrow

Since 1996 we have been members of a team which has enabled about 750 organisations covering both the manufacturing and service sectors from North East England to benchmark themselves against World Class standards. This project represented co-operation between academic institutions and business support agencies from the region. Its context was as part of a broader, publicly funded regional development project which aimed to enhance the effectiveness of the external support offered to the regions corporate population. For participating organisations, an assessment was made regarding both their practices and performances. A semi-random approach was taken to identifying a representative sample of organisations.It is not our intention in writing this paper to present the results of the two benchmarking surveys, but to consider various aspects of the questionnaire design and the process of data collection paying particular attention to the issue of data consistency between participating organisations.


The Tqm Magazine | 1993

Sharing The Gains

David Yarrow; Alex Appleby

Describes how, in order to disprove the misconception that although TQM is a good idea it would not work in their company/sector, the University of Northumbria has set up a Best Practices Club that enables companies to exchange ideas, successes and failures on the subject, for the benefit of others. Asserts that the biggest benefit of the club is that it helps companies to realise that their problems are not unique ‐ other people have experienced them and found solutions. Concludes that no one company has a monopoly on the best ideas and that the club has shown that best practice is applicable to all industries.


Journal of Operations Management | 2005

Managerial choice and performance in service management—a comparison of private sector organizations with further education colleges

Christopher A. Voss; Nikos Tsikriktsis; Benjamin Funk; David Yarrow; Jane Owen


Knowledge and Process Management | 2001

Benchmarking and the role of organizational learning in developing competitive advantage

Jonathan D. Pemberton; George Stonehouse; David Yarrow


Total Quality Management & Business Excellence | 1998

Best practice and performance within Northeast manufacturing

Vas B. Prabhu; David Yarrow; Graham Gordon-Hart

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Jane Owen

Northumbria University

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Ed Mitchell

Northumbria University

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Gill Green

Northumbria University

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