Rodney Peter Gapp

Implementing 5S within a Japanese context: an integrated management system

Purpose – Building on previous studies of the managerial application and development of the 5S concept (5S), this research aims to identify and present key concepts of 5S from a Japanese management perspective. These findings link 5S to aspects of Japanese management approach, which are aligned to an integrated management system rather than a simple management tool or technique.Design/methodology/approach – Data were collected from Japanese companies that use 5S as a core management approach and use their organisational web sites to disseminate information in regard to this practise. The data were examined by the use of computer‐aided lexical analysis (Leximancer), which provided an insight into the nature of 5S within the original Japanese context.Findings – The research found several key concepts behind the Japanese approach to 5S management. These findings demonstrate the importance of both the technical (visible) and philosophical (invisible) approaches required for each of the 5S components and are d...

Business improvement strategy or useful tool? Analysis of the application of the 5S concept in Japan, the UK and the US

This research investigates how a Japanese philosophy for life, the 5S concept, has been applied to achieve business improvement in Japan, the UK and the US. An exploratory study into an under-researched area, the research utilises frameworks provided by Osada (1989, 1991) and Hirano (1995, 1996). A quantitative content analysis approach of the websites of 217 businesses is used. Lexical analysis of the manifest content of World Wide Web business domains facilitates understanding of the ways in which 5S has been adopted and implemented. The research finds that Japan emphasises 5S as a strategy for business excellence, requiring participation both at work and in the home. In the UK and US, 5S is viewed as a system or tool for the workplace only. The findings suggest that a balanced understanding of both ‘5S as a philosophy or way’ and ‘5S as a technique or tool’ could define the ultimate goal of 5S as a management approach to solve problems in the workplaces and processes of organisations.

Using BPM governance to align systems and practice

Purpose – The purpose of this paper is to propose a business process management (BPM) governance model that sets BPM decision making, along with roles and responsibilities. The setting context of the study is a government‐owned corporation operating in Australia.Design/methodology/approach – A qualitative case study examined and analysed organisational documents using a content analysis approach. Results of document analysis are used to inform a series of in‐depth interviews of key stakeholders in the organisation. Interviews are analysed using a constant comparison method to derive themes and build categories of description.Findings – A BPM governance model is proposed. Results of thematic analysis are interpreted against the framework of the BPM governance model, leading to findings that include implications for theory and practice.Practical implications – In practical terms, the research shows how BPM practice can be aligned and integrated with the corporate governance and management systems in the sel...

Developing an intrapreneur-led three-phase model of innovation

Purpose – The paper seeks to demonstrate an intrapreneur‐led three‐phase model of innovation based on understanding the relationships between service delivery and product development thought, and the application of intrapreneurial‐focused teams in the healthcare and manufacturing industries.Design/methodology/approach – The research proposes a model that starts with effective teambuilding within an intrapreneurial context, then encompasses the relationship between service and product as a platform for the development of more effective innovation. A two‐part qualitative case study provides insight and understanding of the models application within both service and manufacturing environments.Findings – Investigating service delivery shortfalls with effectively developed intrapreneurial teams leads to new and/or improved services. New service developments in turn lead to the development of new products. An action research model based on Demings PDSA (plan, do, study, act) cycle determines the point of depa...

Achieving excellence through innovative approaches to student involvement in course evaluation within the tertiary education sector

Purpose – The paper presents a new paradigm for implementing action learning in a key subject area in a program.Design/methodology/approach – An action research‐based course evaluation methodology was linked to course design and development at undergraduate and postgraduate levels. Involving students via effective communication provided a sense of connection and greater understanding for instructors in terms of engagement through direct insight into relevant issues of student learning and knowledge management.Findings – The use of this and a wide variety of other relevant information via the application of action research provided an innovative platform that embedded the desire to innovate and improve the learning outcomes by combining course evaluation with a continuous course design process. This has been shown to be a far more effective method than the narrow measurement process of student course evaluation questionnaires.Research limitations/implications – As with all action research this is a continu...

The Influence the System of Profound Knowledge Has on the Development of Leadership and Managment within an organisation

In his last major works, Deming provided an overarching framework for the implementation of quality management within an organisation – “the system of profound knowledge”. This approach summarises a lifetime of dedication to the field of quality management. Presented as a simple framework, it is in reality a complex set of interactions that requires a precise fit to an organisation, and the individuals that constitute that organisation. After its initial implementation within a particular organisation a process of constant development is also essential. Gapp provides two models, which were used to assist in the establishment of the system of profound knowledge within an existing successful TQM organisation. During the implementation of the system of profound knowledge, leadership and management variables were measured. As clearly stated by Deming and supported by Kohn, McNary, Gapp and McGregor, the leadership required for the establishment of the system of profound knowledge must encompass intrinsic motivation, co‐operation and collaboration. This research investigated the proposed uptake of the above characteristics within the existing leadership of the organisation.

Achieving organisational transformation: An action learning approach

This paper will identify and review current benchmarking approaches in terms of both internal and external elements of benchmarking with a focus on process, content and performance. A supply chain approach to benchmarking is then considered and discussed particularly in terms of how these techniques came into being, the framework used and the philosophy underpinning each technique. Comparisons will be made of the differences of each technique at a framework and philosophical level. Discussion on why these differences may exist will be presented. This provides a platform for understanding the limitations of supply chain benchmarking, particularly when its use is in fostering innovation, organisational change and quality improvement. A summary is then provided on key aspects of benchmarking, particularly within the area of supply chain management and organisation improvement and change.