Abstract: This research project is developed in order to study
managerial styles of modern Thai executives. The thorough
understanding will lead to continuous improvement and efficient
performance of Thai business organizations. Regarding managerial
skills, Thai executives focus heavily upon human skills. Also, the
negotiator roles are most emphasis in their management. In addition,
Thai executives pay most attention to the fundamental management
principles including Harmony and Unity of Direction of the
organizations. Moreover, the management techniques, consisting of
Team work and Career Planning are of their main concern. Finally,
Thai executives wish to enhance their firms- image and employees-
morale through conducting the ethical and socially responsible
activities. The major tactic deployed to stimulate employees- ethical
behaviors and mindset is Code of Ethics development.
Abstract: PARADIGMA (PARticipative Approach to DIsease
Global Management) is a pilot project which aims to develop and
demonstrate an Internet based reference framework to share scientific
resources and findings in the treatment of major diseases.
PARADIGMA defines and disseminates a common methodology and
optimised protocols (Clinical Pathways) to support service functions
directed to patients and individuals on matters like prevention, posthospitalisation
support and awareness. PARADIGMA will provide a
platform of information services - user oriented and optimised
against social, cultural and technological constraints - supporting the
Health Care Global System of the Euro-Mediterranean Community
in a continuous improvement process.
Abstract: This paper presents an application of 5S lean technology to a production facility. Due to increased demand, high product variety, and a push production system, the plant has suffered from excessive wastes, unorganized workstations, and unhealthy work environment. This has translated into increased production cost, frequent delays, and low workers morale. Under such conditions, it has become difficult, if not impossible, to implement effective continuous improvement studies. Hence, the lean project is aimed at diagnosing the production process, streamlining the workflow, removing/reducing process waste, cleaning the production environment, improving plant layout, and organizing workstations. 5S lean technology is utilized for achieving project objectives. The work was a combination of both culture changes and tangible/physical changes on the shop floor. The project has drastically changed the plant and developed the infrastructure for a successful implementation of continuous improvement as well as other best practices and quality initiatives.
Abstract: This research explorers the relationship between leadership style and continuous improvement (CI) teams. CI teams have several features that are not always found in other types of teams, including multi-functional members, short time period for performance, positive and actionable results, and exposure to senior leadership. There is no one best style of leadership for these teams. Instead, it is important to select the best leadership style for the situation. The leader must have the flexibility to change styles and the skill to use the chosen style effectively in order to ensure the team’s success.
Abstract: ISO 9000 is the most popular and widely adopted meta-standard for quality and operational improvements. However, only limited empirical research has been conducted to examine the impact of ISO 9000 on operational performance based on objective and longitudinal data. To reveal any causal relationship between the adoption of ISO 9000 and operational performance, we examined the timing and magnitude of change in time-based performance as a result of ISO 9000 adoption. We analyzed the changes in operating cycle, inventory days, and account receivable days prior and after the implementation of ISO 9000 in 695 publicly listed manufacturing firms. We found that ISO 9000 certified firms shortened their operating cycle time by 5.28 days one year after the implementation of ISO 9000. In the long-run (3 years after certification), certified firms showed continuous improvement in time-based efficiency, and experienced a shorter operating cycle time of 11 days than that of non-certified firms. There was an average of 6.5% improvement in operating cycle time for ISO 9000 certified firms. Both inventory days and account receivable days showed similar significant improvements after the implementation of ISO 9000, too.