Modern manufacturing requires that to be successful organisations must be supported by both effective and efficient maintenance. One approach to improving the performance of maintenance activities is to implement and develop a total productive maintenance (TPM) strategy. However, it is well documented that a number of organisations are failing to successfully implement such strategies. This paper outlines research carried out by the Aeronautical, Mechanical and Manufacturing Engineering Department at Salford University aimed at discovering the factors affecting the successful implementation of TPM. This research has led to the development of a generic model indicating factors affecting the successful implementation of TPM. The validity of the generic model has been tested in a UK manufacturing small‐ to medium‐size enterprise (SME) and the case study research findings further triangulated through a review of documented case study evidence. This research has also led to the development of recommendations to improve the TPM development and implementation program of the case study organisation. Further development of the research has resulted in a step‐wise program or generic roadmap for UK SMEs which is proposed as a tool for the implementation or rejuvenation of an organisation’s TPM program.

Owing to pressures from a range of stakeholders for a wider and improved range of services from the Higher Education (HE) sector in the UK, linked with a simultaneously increasing pressure on resource utilisation, universities are currently facing the challenges of reorienting their approaches to be more customer-focused and conducting their activities in a more business-like manner. A consortium of UK universities is currently implementing the European Foundation for Quality Management (EFQM) excellence model as a means for addressing these issues. The focus of this paper is the implementation of EFQM excellence model self-assessment in the UK HE sector. This paper describes the specific issues in implementing the model in UK HE, with a particular focus on the choice of self-assessment methodology, and compares and contrasts these with self-assessment issues in the wider public sector. The early signs are that EFQM excellence model self-assessment can help to produce a more customer-oriented culture in HE institutions, providing that the lessons learned from the wider public sector are put into practice.

Background: Cognitive Muscular TherapyTM (CMT) is an integrated behavioural intervention developed for knee osteoarthritis. CMT teaches patients to reconceptualise the condition, integrates muscle biofeedback and aims to reduce muscle overactivity, both in response to pain and during daily activities. This nested qualitative study explored patient and physiotherapist perspectives and experiences of CMT.Methods: Five physiotherapists were trained to follow a well-defined protocol and then delivered CMT to at least two patients with knee osteoarthritis. Each patient received seven individual clinical sessions and was provided with access to online learning materials incorporating animated videos. Semi-structured interviews took place after delivery/completion of the intervention and data were analysed at the patient and physiotherapist level.Results: Five physiotherapists and five patients were interviewed. All described a process of changing beliefs throughout their engagement with CMT. A framework with three phases was developed to organise the data according to how osteoarthritis was conceptualised and how this changed throughout their interactions with CMT. Firstly, was an identification of pain beliefs to be challenged and recognition of how current beliefs can misalign with daily experiences. Secondly was a process of challenging and changing beliefs, validated through new experiences. Finally, there was an embedding of changed beliefs into self-management to continue with activities. Conclusion:This study identified a range of psychological changes which occur during exposure to CMT. These changes enabled patients to reconceptualise their condition, develop a new understanding of their body, understand psychological processes, and make sense of their knee pain.

In manufacturing in recent years there has been a proliferation of management techniques to support the advances in manufacturing technologies. Different departments and functions often operate these management systems. Traditionally, systems such as quality management (ISO 9000 series), environmental management (ISO 14001), maintenance management (TPM and 5S), operations management (JIT and kaizen) and occupational health and safety management (BS 8800) are operated independently by quality, works engineering, maintenance and production departments. Clearly these management systems have to be brought together and combined in order for an organization to be able to develop an effective integrated manufacturing system. This paper outlines the need to bring these management systems together. It discusses a case study whereby such management systems, traditionally run by separate departments, have come together in order to contribute towards the development of an integrated manufacturing system.

This paper focuses on the theme of entrepreneurship education, learning and development and specifically, on the challenge for higher education institutions (HEIs) of supporting entrepreneurial and enterprising individuals and organisations. This is examined from the perspective of the definition of appropriate development needs of entrepreneurs in small‐ and medium‐sized enterprises (SMEs). HEIs are undergoing a phenomenal amount of change driven by the various stakeholders (e.g. government, students and local committees). The government continues to emphasise the importance to the economy of the set up and development of SMEs. If this is to happen then SMEs will need support in developing entrepreneurial and enterprising individuals. This convergence of needs presents the opportunity for HEIs to contribute to this support. A prerequisite for this support is the definition of the development needs of entrepreneurs in SMEs.