Re-engineering for service quality: The case of Leicester Royal Infirmary

Total Quality Management

Volumn 8, Issue 5, 1997, Pages 255-264

  Newman, Karin ^a  

^a MIDDLESEX UNIVERSITY BUSINESS SCHOOL   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0008992106     PISSN: 09544127     EISSN: None     Source Type: Journal    
DOI: 10.1080/0954412979505     Document Type: Article

References (13)

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4. DEPARTMENT OF HEALTH (1996b) Delivering the Future (London, HMSO).
5. DEPARTMENT OF HEALTH AND SOCIAL SECURITY (1989) Working for Patients (London, HMSO).
6. HAMMER, M. & CHAMPY, J. (1993) Reengineering the Corporation (New York, HarperCollins).
7. ITTNER, C.D. (1995) Adding up the cost of quality, Financial Times, Mastering Management, 4, p. 3.
8. NATIONAL HEALTH SERVICE (1996) A Service with Ambitions (London, HMSO).
9. NEWMAN, K. (1994) The single visit clinic: a case study in process reengineering, Business Change and Reengineering, 2, pp. 10-18.
10. OBOLENSKY, N. (1994) Business Process Re-engineering. Tools and Techniques for Achieving Effective Change (London, Kogan Page).
11. REICHHELD, F.F. (1996) The Loyalty Effect. The Hidden Force behind Growth, Profits and Long Lasting Value (Boston, MA, Harvard Business School Press).
12. REICHHELD, F.F. & SASSER, W.E. JR (1990) Defections: quality comes to services, Harvard Business Review, Sept-Oct, pp. 105-111.
13. YIN, R.K. (1994) Case Study Research, Design and Methods, 2nd Edn (London, Sage).