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In recent times data processing systems have become increasingly powerful and rapid advances have been made in machining and processing technologies. Growth in materials requirements planning (MRP) and computer‐aided design (CAD) has developed in parallel but independent of the advanced manufacturing technology stream. If organisations are to reduce their reaction time to customers’ orders and to provide a truly flexible service these two main streams must be brought together. This is likely to occur through computer‐integrated manufacturing (CIM). An analysis of the various definitions of CIM is given and implies that there is no single “right” definition which can be applied to any organisation. However there are certain principles which apply to definitions of CIM and an attempt is made to highlight these principles. CIM is not limited to the manufacturing function. It must be an overall concept that takes account of every aspect of the business, tying all aspects and organisational functions together into an integrated system, where all necessary data can be accessed easily by those who need them. CIM does not necessarily mean total computerisation but computers and software will play a major part.

The development of a method of planning for computer‐integrated manufacture (CIM) used within Eaton Corporation (Truck Components Europe) which produces complex engineering products is described. The method relies heavily on a model of CIM as the basis for planning. Different types of models (the wheel model, linked models and linked and defined models) are described with their usefulness in CIM planning outlined. The development of a CIM model is beneficial for planning and the process of the model's evolution can greatly increase CIM understanding. CIM models help to focus on functions and business objectives rather than being constrained by departmental boundaries, bringing a new dimension to strategic planning.

Over the past decade, the establishment and growth of quality awards has stimulated organizational self‐assessment using the award models. Four new methods developed from fieldwork in the UK can be used not only to support the gathering of data required by the models, but also in stand‐alone mode to assist managers to identify and recognize the symptoms, root causes and issues that are adversely affecting their improvement process in the areas of sustainability, tools and techniques, human resources and product design and development.

To consider how information and information systems can be used to support improving patient flow in acute hospitals (a key target for the National Health Service in England), and the potential role of the National Programme for Information Technology currently being developed.

The literature plus past and present research, teaching and consulting experience with all levels of the National Health Service is drawn on to consider information provision and requirements.

The National Programme for Information Technology specifies many features designed to support improving patient flows, though timescales for implementation are longer than those for the pledged flow improvements, and operational use of this type of information system has been problematic in the National Health Service.

The work is limited to the National Health Service and information systems in use and planned for it. The National Health Service access targets, flow improvement initiatives and the National Programme for Information Technology apply primarily to England.

Some bed/flow management information systems currently in use incorporate tools and capabilities in advance of what is outlined in the National Programme for Information Technology, and some rare cases of culture changes in information system use have been achieved. One should learn from these to inform development and implementation of National Programme systems. These existing information systems and approaches may also be useful to hospitals considering systems prior to implementation of the National Programme for Information Technology.

There has been very little consideration of the use of operational information and information systems for bed/flow management in the literature. Development and implementation of National Programme for Information Technology systems should build from an understanding of the practice and context of bed/flow management.

From both fieldwork and the academic literature a number of issues have been identified which impact negatively on the sustaining of TQM in manufacturing organizations. The issues reflect a variety of business operations perspectives including continuous improvement, organizational behaviour, human resources management, industrial relations and the labour process. They have been grouped into a five‐part categorization of internal/external environment, management style, policies, organization structure, and the process of change and configured into a TQM sustaining audit tool. Describes, in brief, these categories and issues and presents some of the findings from their examination, using the audit tool, at six manufacturing sites.

Suggests that, in many cases, where formerly excellent manufacturing companies have suffered a decline in their fortunes, they failed because they did not change with their customers; their operations were too remote. Considers how this might be avoided by applying a service quality model to manufacturing. Examines the differences between service and manufacturing operations and highlights the difficulties which manufacturing companies have in being close to their customers. Provides definitions of quality for products and services before presenting the model. Describes the features of the model – taking a total view, achieving a balance between expectations and delivery, system design and response to change‐as they apply both to service and manufacturing. Highlights the need to exceed expectations to maintain a competitive edge. Argues that, whilst this is achieved through committed staff in service industries, this same commitment can, with appropriate communication, be achieved in manufacturing companies.

This paper aims to report on the approach to change used in the development of a tool to assess patient status six months after stroke (the Greater Manchester Stroke Assessment Tool: GM-SAT).

The overall approach to change is based on the Promoting Action on Research Implementation in Health Services (PARiHS) Framework, which involves extensive stakeholder engagement before implementation. A key feature was the use of a facilitator without previous clinical experience.

The active process of change involved a range of stakeholders – commissioners, patients and professionals – as well as review of published research evidence. The result of this process was the creation of the GM-SAT.

The details of the decision processes within the tool included a range of perspectives; the process of localisation led commissioners to identify gaps in care provision as well as learning from others in terms of how services might be provided and organised. The facilitator role was key at all stages in bringing together the wide range of perspectives; the relatively neutral perceived status of the facilitator enabled resistance to change to be minimised.

The output of this project, the GM-SAT, has the potential to significantly improve patients' physical, psychological and social outcomes and optimise their quality of life. This will be explored further in future phases of work.

A structured process of change which included multiple stakeholder involvement throughout, localisation of approaches and a dedicated independent facilitator role was effective in achieving the development of a useful tool (GM-SAT).

There has been a growing call from within the operations management (OM) academic community for research of more managerial relevance. This has implied a greater emphasis on empirical research: surveys, cases, and action research. But in fact these types are quite different. However, the great majority of empirical OM work published is based on postal surveys and/or interviewing executives, where research method selection is made for reasons of practical convenience and academic expectation. Given the level of complexity involved in understanding the OM perspective of business issues then the emphasis should be placed on plant‐based research. Conducting research on‐site and investigation through the analysis of relevant data, issues, developments and events ensures relevance and a validity essential to making an impact on business practice. There are obstacles to increasing the amount of plant‐based research which is carried out, such as practical and personal difficulties, a mistaken concern over research rigour, and academic institutional inertia. Each of these needs to be overcome if OM research is to influence business practice more in the future than it has in the past.

Proposes models of a descriptive and interpretative type which examine the temporal sequences of the activities and decisions taken in the textile apparel chain with reference to design. Examines the opportunities for improvement and also identifies the obstacles that interfere with the realization of quick response (QR) in design. Analyses, using the proposed models, the possible interventions along the chain as regards design activities and interaction between these and the production and sales activities. Highlights the following: the reduction of design lead time, through the parallelization of fabric and garment design and through the use of information technology; the reduction of the variety of production input without penalizing the variety perceived by the final consumer; and the acquisition, during design, of preliminary information on future sales, in order to rationalize the offer and carry out the initial assortment of production input.

Describes research undertaken to evaluate the appropriateness of strategic performance measurement (PM) system development processes for small‐ and medium‐sized enterprises (SMEs). An evaluation is undertaken of ten PM approaches found in the literature. To facilitate this evaluation a typology is presented which synthesises current theory. This evaluation resulted in the identification of a process, based on its congruency to the theoretical model, which is used for an empirical investigation. Empirical data from SMEs is collected and analysed using the typology. This indicates a discontinuity between current theory and the requirements of practitioners in small companies. The paper concludes with a number of recommendations to facilitate the development of appropriate PM processes for SMEs.