Robin Mann | Massey University (original) (raw)

Papers by Robin Mann

This study investigates the process for co-ordinated benchmarking projects and identifies the key... more This study investigates the process for co-ordinated benchmarking projects and identifies the key success factors that facilitate such initiatives. It is based on the case of the ‘Dubai – We Learn’ initiative which comprised 13 co-ordinated benchmarking projects in different government departments. The study collected and analysed data on the 13 projects as well as perceptions of individuals that participated in the initiative. The study identified and classified the key success factors into five groups – leadership, documentation, teamwork, skills and operations. Furthermore, the success factors where differentiated by the stages of the TRADE Benchmarking Methodology for which they were most relevant.

SIGLEAvailable from British Library Document Supply Centre-DSC:Vm00/50243 / BLDSC - British Libra... more SIGLEAvailable from British Library Document Supply Centre-DSC:Vm00/50243 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Production Planning & Control, Jun 19, 2014

This paper investigates the awareness, use and effectiveness of improvement initiatives in organi... more This paper investigates the awareness, use and effectiveness of improvement initiatives in organisations of different sizes and in different countries. In particular, comparisons are made between large firms and SMEs, between organisations in the developing and developed worlds and between organisations in China and India and the rest of the developed world. A questionnaire survey of 453 organisations across 44 countries was conducted with the findings indicating that there are significant differences in comparability of tools. For some tools there are no significant differences between developed and developing countries as well as between large organisations and small organisations. For other tools, there are significant differences with organisations in developing countries, in general, more aware and more likely to use business improvement initiatives when compared to organisations in developed countries. Similarly, organisations in China and India have a higher awareness of and are more likely to adopt improvement initiatives when compared to the rest of the developing world. Finally, larger firms are more aware and more likely to use improvement initiatives when compared to SMEs.

Total quality management & business excellence, Dec 7, 2020

This paper presents a bibliometric and thematic review of journal papers specifically related to ... more This paper presents a bibliometric and thematic review of journal papers specifically related to BE frameworks (BEFs) that are used for national BE awards and advocated by the Global Excellence Model (GEM) Council. The paper will help researchers and practitioners locate relevant BE data and information more easily, and guide them on which journals in which to publish them. The research includes an assessment of the average citation rate per year and BE paper. 10,089 potential BE papers were initially identified from a keyword search of the Elsevier database, to ultimately identify 415 as BE papers. These papers were analysed and have subsequently been made available to all researchers in an excel file. This research found that: the peak in publishing BE papers was in 2019; Total Quality Management and Business Excellence is the most popular journal for publishing BE papers; the most popular research area is studying 'Design of BEFs' and there is potential for future research on 'Impact of BE'; and the average number of citations per year for a BE paper is 2.1, with the most cited paper achieving an average of 29.6 citations per year. The research includes recommendations on how researchers can increase their citation rate in this area.

Total quality management & business excellence, Feb 1, 2008

The Quality Management Journal, 2008

This article shares selected findings from a major international study focusing on how business e... more This article shares selected findings from a major international study focusing on how business excellence (BE) awards are administered across nations. In this article, the authors present findings related to the recognition and awards process, namely the BE awards themselves. The methodology they used consisted of a literature review, three surveys, a series of focus groups, and key informant interviews. The primary focus was on the Australian context, as the administrators of the Australian Business Excellence Framework (ABEF) commissioned the research. The study, however, involved 16 countries, and the findings draw upon a range of international sources and hence are of relevance to all Business Excellence Framework (BEF) custodians. Evidence from the study indicates that BEF custodians worldwide operate an effective awards process that both evaluators and organizations benefit from. The authors found that the awards process is perceived by custodians to be one of their highest priority activities, and that international practice varies in relation to aspects such as: the duration of the evaluation process; the number of evaluators on a team; the level, number, and focus of awards conferred; the documentation required; and the costs to the organization. The authors describe the practices in relation to these areas of difference. A key finding was that custodians, in general, have an effective recognition and awards process. However, the process has in many cases become the prime focus of the custodians to the detriment of other processes focussed on creating awareness of BE and how to apply it. The findings from the project were used to redesign the ABEF, and are expected to help inform national BE strategies worldwide.

Total quality management & business excellence, 2009

This paper examines the field of strategy deployment in relation to its connection with quality m... more This paper examines the field of strategy deployment in relation to its connection with quality management. It surveys literature from the two fields to strengthen the validity of a framework for implementing strategic initiatives in a business excellence (quality management) ...

International Journal of Production Research, Jul 1, 2014

The purpose of this study was to investigate the awareness, usage, perceived effectiveness and po... more The purpose of this study was to investigate the awareness, usage, perceived effectiveness and potential future use of improvement tools and techniques via two sets of comparisons: between public and private sector organisations and between manufacturers and service organisations. The need for the study was driven by the current lack of understanding of the extent of improvement tools and techniques adoption on a global scale. A questionnaire survey of 453 respondents from over 20 countries was conducted and the quantitative data was analysed through use of the IBM SPSS software package. The study's findings indicated that there are no significant differences between both sets of organisations for the majority of improvement tools and techniques. However, this study has shown that public sector organisations are more likely to adopt some improvement tools and techniques in comparison to their private sector counterparts. Similarly, service organisations are also more likely to adopt some improvement tools and techniques than their manufacturing counterparts. These results contradict the conventional perception that improvement tools and techniques are used more often by the private sector and manufacturing organisations.

International Journal of Quality & Reliability Management, Oct 10, 2008

PurposeTo examine the processes used by custodians of business excellence frameworks (BEFs) inter... more PurposeTo examine the processes used by custodians of business excellence frameworks (BEFs) internationally to review and revise their frameworks, and to present the findings of a review of the design of the Australian business excellence framework (ABEF).Design/methodology/approachA literature review, three surveys, and a series of focus groups and key informant interviews were conducted. The study involved input from 16 countries and was part of a larger study of how BEFs are designed, reviewed, promoted and deployed within and across nations.FindingsThe role of stakeholders in business excellence model design and development, the processes involved in framework review and enhancement, and the frequency of minor and major review activities and who led them are presented. We found there was widespread support for the design of the ABEF amongst stakeholders. This review of the ABEF design and its appropriateness to the Australian business environment are discussed.Research limitations/implicationsWhile the primary focus was on the Australian context, the findings draw upon a range of international sources and hence are of relevance to all BEF custodians.Practical implicationsThe findings from the project were used to redesign the ABEF, and are expected to help inform national business excellence strategies worldwide.Originality/valueThe paper updates the current situation regarding the review of BE frameworks in 16 countries, with a focus on Australia.

The Tqm Journal, Oct 3, 2008

PurposeThe purpose of this paper is to examine the international use of business excellence (BE) ... more PurposeThe purpose of this paper is to examine the international use of business excellence (BE) models and the practices used by BE framework (BEF) custodians to encourage use.Design/methodology/approachA literature review, three surveys, a series of focus groups and key informant interviews were conducted. The study involved input from 16 countries and was part of a larger study of how BEFs are designed, reviewed, promoted and deployed within and across nations.FindingsOnly two of 16 BEF custodians had a formal measurement system in place to objectively measure the use of BEF by organisations over time. The use of the Australian BEF was lower than previously estimated at 1.3 percent and global use between 4 and 15 percent of organisations. The three most effective practices for assisting organisations in applying BE were tours of best or good practice organisations, publications on BE, and on‐line service/database of BE information.Research limitations/implicationsWhile the primary focus was on the Australian context, the findings draw upon a range of international sources and hence are of relevance to all BEF custodians.Practical implicationsThe findings from the project were used to redesign the ABEF, and are expected to help inform national BE strategies worldwide.Originality/valueThe paper updates the current situation regarding the utilisation of BE in 16 countries, with a focus on Australia.

International Journal of Quality & Reliability Management, Aug 1, 2005

Purpose-The New Zealand Benchmarking Club (NZBC), a multi-organisational network, aimed to improv... more Purpose-The New Zealand Benchmarking Club (NZBC), a multi-organisational network, aimed to improve the performance of member organisations through best practice benchmarking. The purpose of this paper is to critique the NZBC self-assessment process, report the scores for self-assessments from 2000-2002, and present an analysis of the 2001 self-assessment data. Design/methodology/approach-A questionnaire measured the improvement rate of NZBC organisations through annual self-assessments against the Baldrige Criteria for Performance Excellence (CPE). Training was provided for facilitators in each organisation, who supported teams of four to six persons who completed the self-assessment. Correlation coefficients of pairs of CPE categories and items were used to identify strong relationships between them. Findings-Self-assessment data from 2001 identified 57 strong relationships between different CPE categories and items. The strongest correlation identified (0.94) among CPE items was found between "customer focused results" and "financial and market results". Acting on the self-assessment results, management initiatives were implemented and scores in 2002 showed significant improvements over 2001. Research limitations/implications-Future research involves case studies and longitudinal studies of annual data to identify possible causes of the strong relationships found. Practical implications-Results indicate the benefit organisations obtain from sharing best practices, resources, and self-assessment experiences. The practices required for effective administration of self-assessment in a network are given. Originality/value-An example of self-assessment in a multi-organisational network, and how it was managed. Of interest to organisations that are in an existing network, or wish to create a similar network. No studies of self-assessment in a network were found in the literature.

British Food Journal, Feb 1, 1999

This study aimed to examine in detail the underlying factors which affect visual texture percepti... more This study aimed to examine in detail the underlying factors which affect visual texture perception based on existing sensory methodology. The visual properties of dairy dessert samples were manipulated via a full factorial design, with four factors, screened from a fractional design of eight factors. Fifteen assessors, trained solely in visual profiling based on the Quantitative Descriptive Analysis (QDA)1 method, analysed 16 formulations of mousse dessert products over ten visual texture attributes. The visual profile data were examined using analysis of variance (ANOVA), principal component analysis (PCA) and generalised Procrustes analysis (GPA) methods. ANOVA results showed that cream levels significantly affected all the visual textures (p < 0.05). It was also found that levels of blue colourant significantly affected the perception of creaminess (p < 0.05). The results suggest the possibilities of food formulators producing detectable variation in visual texture parameters which may subsequently affect quality perception in chilled dairy dessert products.

Benchmarking: An International Journal, Sep 4, 2007

PurposeThe purpose of this paper is to describe how managers from a network of organisations form... more PurposeThe purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment.Design/methodology/approachThe participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices.FindingsDespite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.Research limitations/implicationsThe framework aids the analysis and classification of strategy deployment practices. Future research using longitudinal studies could evaluate the effectiveness of leading strategy deployment practices and identify circumstances that lead to the success or failure of strategy implementation.Practical implicationsThe framework highlights the management skills required for effective strategy deployment. It is applicable to a wide range of organisations.Originality/valueThe paper provides and example of network benchmarking and how it was managed. This will be of interest to organisations that are part of an existing network, or that wish to create a similar network. No benchmarking studies of strategy deployment were found in the literature.

Total quality management & business excellence, Jul 1, 2004

A This paper describes an innovative approach to fasttracking a group of organizations to... more A This paper describes an innovative approach to fasttracking a group of organizations towards world-class performance. The New Zealand Benchmarking Club, formed in May 2000, currently comprises 18 organizations that are striving to achieve an ambitious ...

Total quality management & business excellence, Nov 1, 2011

... [CrossRef] View all references; Saunders, Mann, & Smith, 200728. Saunders, M., Mann, ... more ... [CrossRef] View all references; Saunders, Mann, & Smith, 200728. Saunders, M., Mann, R. and Smith, R. 2007. Benchmarking strategy deployment practices. Benchmarking: An International Journal , 14(5): 609–623. [CrossRef] View all references). ...

The Quality Management Journal, May 6, 2021

Abstract This research investigates the strengths and opportunities for improvement of the Nation... more Abstract This research investigates the strengths and opportunities for improvement of the National Institute of Standards and Technology’s (NIST’s) Baldrige Performance Excellence Program (BPEP) in terms of designing the Malcolm Baldrige Excellence Framework (MBEF) and its deployment (promoting the MBEF, facilitating its use, and awarding Business Excellence (BE)) within the United States. Data were collected directly from NIST and compared to the data from 28 other BE Custodians (BECs) from 26 countries to identify the BE promotion, facilitation, and award related activities that the other BECs could learn from the BPEP and the best practices that the BPEP could learn from the other BECs. It was found that BPEP’s key strengths are a) the design of the MBEF, with 34.5% of BECs adopting it, second only to the EFQM with 44.8% adopters b) the awards process is robust with NIST rating its processes in this area more highly than in other areas. The BPEP’s key opportunities for improvement were in increasing the awareness of BE and facilitating organizations to use a BE approach. Recommendations are provided on how the BPEP can be improved, with examples of practices used by other BECs.

Benchmarking for quality management & technology, Sep 1, 1998

In June 1996, Leatherhead Food Research Association launched the “Food and Drinks Industry Benchm... more In June 1996, Leatherhead Food Research Association launched the “Food and Drinks Industry Benchmarking and Self‐Assessment Initiative” with the support of the Department of Trade and Industry and the Ministry of Agriculture, Fisheries and Food. As part of this initiative, nine food companies that excel in terms of the European Business Excellence Model were selected for visits. This paper reports on the best practices used by these companies in terms of the results they have achieved (in people satisfaction, customer satisfaction, impact on society and business results) and the way in which they have achieved them (through effective leadership, people management, policy and strategy, process management and resource management). For the food industry to move forward, it needs to take on board the best practices shown in this report. In particular, more food companies should consider using self‐assessment as a method for identifying improvement opportunities and assessing their progress towards business excellence.

International Journal of Quality & Reliability Management, Feb 1, 2016

Purpose: This paper aims to improve our understanding of how organisations successfully deploy bu... more Purpose: This paper aims to improve our understanding of how organisations successfully deploy business excellence (BE) by comparing the tools and strategies implemented by organisations at different levels of BE maturity. Design/Methodology/Approach: The study used a combination of a questionnaire, discussion groups and interviews with respondents of private sector organisations across India, Japan, Republic of China, Singapore, and Thailand. These countries were selected due to them being considered as having the most advanced BE organisations in Asia by the Asian Productivity Organisation that commissioned the study. Once triangulated, the quantitative data was analysed through use of the IBM SPSS Statistical software package. Findings: The study has shown that on average, organisations with higher BE maturity outperform their less mature counterparts. The study also revealed that organisations with a high BE maturity were more likely to use specific tools and were more likely to use some of these tools more effectively. Finally, the study identified differences in strategic approaches to BE between organisations with high and low BE maturity. Research Limitations/Implications: Only 5 Asian countries were considered due to resource limitations. However, the study of 74 organisations represents one of the most comprehensive todate with 30 of these organisations being award winners. Practical Implications: The findings offer guidance to those organisations wishing to progress from a low level of BE maturity to a more advanced level. The findings have already assisted the Asian Productivity Organisation and its 20 member countries in the development and implementation of strategic interventions at a regional and national level. Originality/Value: No other study in Asia has been conducted on such a large sample of BE orientated organisations. The study was also unique in its focus on the tools and strategies that should be used for successful BE deployment. In addition, the study is one of only a few in Asia that has studied the results of BE on organisational performance.

International Journal of Quality & Reliability Management, Jun 28, 2011

Purpose-The purpose of this research is to investigate the use of business excellence in Asian or... more Purpose-The purpose of this research is to investigate the use of business excellence in Asian organisations. The study examines the effectiveness of business excellence in the organisations that adopt it as well as the approaches used to deploy business excellence. Finally, the study investigates the attitudes of organisations with respect to business excellence awards. Design/methodology/approach-A questionnaire survey of 74 organisations across five Asian countries was carried out in order to collect quantitative data. In addition, qualitative data was collected from 21 discussion groups held in all five countries and from 13 interviews held with senior executives of organisations that had won business excellence awards. Findings-The organisations believe that business excellence is important in helping them reach their organisational goals. The results also show that participation in and winning business excellence awards is a key objective for many organisations in the region. However, the region still suffers from some barriers to long-term commitment to business excellence including lack of development of a business excellence culture, a lack of resources and a failure to fully educate the majority of staff in business excellence. Research limitations/implications-The study was directed at organisations that were deploying business excellence. It therefore provides an insight into their activities but it does not explore levels of adoption of business excellence in the study countries and consequently, does not investigate reasons for non-adoption in organisations that have not used business excellence. Practical implications-National productivity organisations and national award administrators have a crucial role to play in ensuring that Asian organisations are aware of business excellence initiatives and that the necessary support structures and activities to facilitate deployment are made available. Originality/value-While there are many studies on the adoption of business excellence in western countries, no such studies have been carried out in Asian countries to date. Even in the west, few studies have obtained the views of so many national award winners (30 in this study) and few have investigated the role of the award administrators. Given that the adoption of business excellence in Asia lags western countries, it is important to understand how it has been adopted in Asia and the perceptions of the organisations that have adopted it.

Production Planning & Control, Jun 19, 2014

Total quality management & business excellence, Dec 7, 2020

Total quality management & business excellence, Feb 1, 2008

The Quality Management Journal, 2008

Total quality management & business excellence, 2009

International Journal of Production Research, Jul 1, 2014

International Journal of Quality & Reliability Management, Oct 10, 2008

The Tqm Journal, Oct 3, 2008

International Journal of Quality & Reliability Management, Aug 1, 2005

British Food Journal, Feb 1, 1999

Benchmarking: An International Journal, Sep 4, 2007

Total quality management & business excellence, Jul 1, 2004

Total quality management & business excellence, Nov 1, 2011

The Quality Management Journal, May 6, 2021

Benchmarking for quality management & technology, Sep 1, 1998

International Journal of Quality & Reliability Management, Feb 1, 2016

International Journal of Quality & Reliability Management, Jun 28, 2011

2. Mann, R.S, Adebanjo. A, Abbas, A, Neaimi, H, and El-Kahlout, Z, 2019

In 2015 the Dubai Government Excellence Programme (DGEP) launched the ‘Dubai We Learn’ initiative... more In 2015 the Dubai Government Excellence
Programme (DGEP) launched the ‘Dubai We Learn’ initiative to foster an organisational learning culture within government. This initiative would act as a springboard for government entities to learn new
skills and acquire new tools and techniques that would support innovation and a citizen-focussed approach
to delivering government services. The Centre for Organisational Excellence Research, New Zealand was DGEP’s strategic and technical partner for delivering the initiative. The expertise of the Centre and the range of tools developed such as the TRADE Benchmarking Methodology and the Best Practice Resource (www. dgep.bpir.com) would be central to supporting this initiative.

This book presents a summary of the 2nd cycle of Dubai We Learn’s Excellence Makers Program. This is the 2nd book published on this program, the first book summarised the 1st cycle. The Excellence Makers Program runs on a one-year cycle offering the chance for project teams to be guided on how to find and implement best practices in areas of strategic priority. For 2017 to 2018, 11 government entities participated with teams addressing a variety of challenges ranging from the organisationally simple to the technically complex. During the project year, the project teams
had opportunities to visit and learn from leading international organisations in locations as diverse as Singapore, USA, UK, Germany and the UAE. They also had opportunities to share their progress with other teams and at international conferences.
The success of the projects and the new abilities of the teams have provided a solid foundation for continuous improvement across the whole of Dubai government. In conclusion, the government entities that participated in the project have shown the commitment and ability to be anchors for the future development of public services in Dubai.

This book aims to promote organisational learning and to share the best practices that resulted f... more This book aims to promote organisational learning and to share the best practices that resulted from 13 benchmarking projects. These projects were undertaken by Dubai Government entities as part of the Dubai We Learn Initiative from 2015 to 2016.

This guidebook on Business Excellence Models and Awards for the Public Sector has been developed ... more This guidebook on Business Excellence Models and Awards for the Public Sector has been developed through workshops organized by the Asian Productivity Organization’s (APO) Centre for Excellence for business excellence. This guidebook aims to assist national productivity organizations (NPOs) that are:
• Considering whether to introduce a business excellence model or award for the first time in the public sector
• Seeking to enhance an established business excellence model and/or award for the public sector
The guidebook begins with an exploration of the importance of business excellence awards and models through a series of questions and answers. This is followed by a summary of the views of NPOs on business excellence. Thereafter, information is presented on how to promote business excellence, assist organizations in using a
business excellence approach, and recognize organizations through an awards process. The last section provides examples of how NPO member economies are implementing business excellence in the public sector.