... It explains the reasons for the program, the form it took and the results it has achieved. Findings It details how lean manufacturing, skill flexibility and quality performance all improved considerably. Employers, employees, dealers and customers all noticed a new problem‐solving mentality...

..., the form it took and the results it has achieved. Findings Details improvements in productivity, quality and morale at the site, which have provided solid foundations for the future. Practical implications Reveals that there is now a much more collaborative approach to work...

... Provides plenty of useful information for organizations engaged in implementing quality improvements through enhanced teamwork. Turning round the fortunes of the plant – part of Melbourne‐based Visy Board – required a “gloves‐off” and co‐operative approach from managers and a shared passion...

... © Emerald Group Publishing Limited 2009 --> Partnering Education Training Universities Quality management Quality Control Article Type: Abstracts From: Human Resource Management International Digest, Volume 17, Issue 2 Fuehne J. Journal for Quality...

... the efficacy of the training activities delivered by Accenture staff. Practical implications Emphasizes that approaches to outsourcing vary between organizations, largely because their motivations for outsourcing differ. Originality/value Reveals in general that better quality, rather...

..., for each organization, the reasons apprenticeships were introduced, the way they operate and the advantages they have brought. Findings Reveals that higher quality workmanship, greater depth and diversity of skills, and a more flexible and satisfied workforce are among the advantages...

... of training and coaching in the customer‐support organization of Siemens Automation & Drives, a manufacturer of electrical and electronic products such as electric motors, sensors and automation devices. Customer‐satisfaction values regarding the quality of the service they received increased...

.... Findings Reveals that the program helped the company to knock a minute off the average call, while improving quality to the customer. Over 12 months, monthly staff turnover fell from 7.95 to 4.2 percent, and is currently around 3 percent. The rate at which calls are converted to sales increased by 6...

... revealed during appraisal. Findings The paper concentrates, in particular, on a CD‐Rom‐based training program designed to increase employees' awareness of quality issues in the Lafarge Gypsum division. Examines the content of the program, its design, and some of the outcomes. Practical...