{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:08:23Z","timestamp":1754158103934,"version":"3.41.2"},"reference-count":31,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[1998,3,1]],"date-time":"1998-03-01T00:00:00Z","timestamp":888710400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[1998,3,1]]},"abstract":"<jats:p>Struggling to keep plant managers and plant personnel motivated about customers, manufacturers have spent a lot of money and tried various methods to make plant personnel sensitive to the needs of customers. The methods to do this, development of internal customers, continuous improvement circles, visits to customer sites and others, are expensive and have not been very effective. For small firms it is especially difficult. However, retaining customers is considered critically important by academics and management consultants. This article offers a method to directly link customer satisfaction with targeted manufacturing processes and management decisions that occur within the plant. By identifying the component attributes of a major plant process that can have an affect on customers, firms can find out more specifically how a specific plant process is helping or hurting the manufacturer\u2019s ability to retain important customers. This knowledge can ultimately affect make\/buy decisions, investment in new equipment, strategic plans, managerial decisions, and operational procedures.<\/jats:p>","DOI":"10.1108\/14637159810207024","type":"journal-article","created":{"date-parts":[[2002,7,28]],"date-time":"2002-07-28T18:57:17Z","timestamp":1027882637000},"page":"72-81","source":"Crossref","is-referenced-by-count":3,"title":["Getting customers\u2019 views onto the plant floor"],"prefix":"10.1108","volume":"4","author":[{"given":"William R.","family":"Loomis","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022020820303122900_b1","unstructured":"Altany, D. (1990, \u201cOne step beyond customer satisfaction\u201d, \n\nIndustry Week, Vol. 239 No. 17, pp. 11\u201015."},{"key":"key2022020820303122900_b2","unstructured":"Anonymous (1996, \u201cCustomer focus\/satisfaction tops the list for quality initiatives\u201d, \n\nQuality, Vol. 35 No. 5, p. 16."},{"key":"key2022020820303122900_b3","unstructured":"Barrier, M. (1995, \u201cCustomers need training, too\u201d, \n\nNation\u2019s Business, Vol. 83 No. 10, pp. 74r\u201075r."},{"key":"key2022020820303122900_b4","unstructured":"Benson Kirker, T. (1994, \u201cThe voice of the customer: more than a distant echo\u201d, \n\nIndustry Week, Vol. 243 No. 2, p. 11."},{"key":"key2022020820303122900_b5","unstructured":"Boyett, J., Kearney, A.T. and Conn, H. (1991, \u201cWhat\u2019s wrong with total quality management? Tapping the network journal\u201d, \n\nQuality, Vol. 3 No. 1, pp. 10\u201014."},{"key":"key2022020820303122900_b6","unstructured":"Brewer, G. (1997, \u201cLove the ones you\u2019re with\u201d, \n\nSales and Marketing Management, Vol. 149 No. 2, pp. 38\u201045."},{"key":"key2022020820303122900_b7","unstructured":"Brown, S. (1995, \u201cYou can get satisfaction\u201d, \n\nSales and Marketing Management, Vol. 147 No. 7, pp. 106\u20107."},{"key":"key2022020820303122900_b8","unstructured":"Crosby, P. (1996, \u201cIllusions about quality\u201d, \n\nAcross the Board, Vol. 33 No. 6, pp. 38\u201041."},{"key":"key2022020820303122900_b9","unstructured":"Frendendall, L. and Robbins, T. (1995, \u201cModeling the role of total quality management in the customer focused organization\u201d, \n\nJournal of Managerial Issues, Vol. 7 No. 4, pp. 403\u201019."},{"key":"key2022020820303122900_b10","unstructured":"Griffin, A., Gleason, G., Preiss, R. and Shevenaugh, D. (1995, \u201cBest practice for customer satisfaction in manufacturing firms\u201d, \n\nSloan Management Review, Vol. 36 No. 2, pp. 87\u201098."},{"key":"key2022020820303122900_b11","unstructured":"Gulledge, L. (1996 \u201cSatisfaction measurement is more than doing surveys\u201d, p. 8."},{"key":"key2022020820303122900_b12","unstructured":"Harari, O. (1997, \u201cTen reasons TQM doesn\u2019t work\u201d, \n\nAmerican Management Association \u2010 Management Review, January, pp. 38\u201044."},{"key":"key2022020820303122900_b13","doi-asserted-by":"crossref","unstructured":"Hauser, J., Simester, D. and Wernerfelt, B. (1996, \u201cInternal customers and internal suppliers\u201d, \n\nJournal of Marketing Research, Vol. 33, pp. 268\u201080.","DOI":"10.1177\/002224379603300302"},{"key":"key2022020820303122900_b14","unstructured":"Hildebrand, C. (1996, \u201cCustomer satisfaction\u201d, \n\nCIO, 1 June, pp. 38\u201044; and Verespej, M. (1996), \u201cMore value for compensation\u201d, \n\nIndustry Week, Vol. 245 No. 12, pp. 19\u201020."},{"key":"key2022020820303122900_b15","doi-asserted-by":"crossref","unstructured":"Hubiak, W. and Jones Odonnell, S. (1996, \u201cDo Americans have their minds set against TQM?\u201d, \n\nNational Productivity Review, Vol. 15 No. 3, pp. 19\u201020.","DOI":"10.1002\/npr.4040150304"},{"key":"key2022020820303122900_b16","unstructured":"Jocou, P. (1996, \u201cTQM beyond buzzwords: at Mack Trucks\u201d, \n\nChief Executive Magazine, No. 116, pp. 54\u20107."},{"key":"key2022020820303122900_b17","doi-asserted-by":"crossref","unstructured":"Kekale, T. and Kekale, J. (1995, \u201cA mismatch of cultures: a pitfall of implementing a total quality approach\u201d, \n\nInternational Journal of Quality and Reliability Management, Vol. 12 No. 9, p. 210.","DOI":"10.1108\/02656719510101295"},{"key":"key2022020820303122900_b18","unstructured":"Lowenstein, M. (1996, \u201cKeep them coming back\u201d, \n\nAmerican Demographics: Marketing Tools Supplement, pp. 54\u20107."},{"key":"key2022020820303122900_b19","doi-asserted-by":"crossref","unstructured":"MacDonald, S. (1995, \u201cToo close for comfort?: the strategic implications of getting close to the customer\u201d, \n\nCalifornia Management Review, Vol. 37 No. 4, pp. 8\u201027.","DOI":"10.2307\/41165808"},{"key":"key2022020820303122900_b20","unstructured":"McNerney, D. (1996, \u201cThe link to customer satisfaction\u201d, \n\nHRfocus, September, pp. 4\u20106."},{"key":"key2022020820303122900_b21","unstructured":"Milas, G. (1996, \u201cGuidelines for organizing employee TQM teams\u201d, Vol. 28 No. 2, p. 36."},{"key":"key2022020820303122900_b22","doi-asserted-by":"crossref","unstructured":"Mohanty, R.P. (1995, \u201cManaging TQM affairs: some lessons\u201d, \n\nWork Study, Vol. 44 No. 7, pp. 19\u201022.","DOI":"10.1108\/00438029510096562"},{"key":"key2022020820303122900_b23","unstructured":"Porter, M. (1980, \n\nCompetitive Strategy, The Free Press, New York, NY, pp. 247\u20109."},{"key":"key2022020820303122900_b24","unstructured":"Rahul, J. (1994, \u201cWhy some customers are more equal than others\u201d, \n\nFortune, Vol. 130 No. 6, pp. 215\u201024."},{"key":"key2022020820303122900_b25","unstructured":"Rust, R., Zahorik, A. and Keiningham, T. (1994, \n\nReturn On Quality, Probus Publishing Company, Chicago, IL, pp. 1\u201083."},{"key":"key2022020820303122900_b26","unstructured":"Sakofsky, S. (1996, \u201cSolving the corrective action dilemma\u201d, Vol. 19 No. 6, pp. 56\u20108."},{"key":"key2022020820303122900_b27","unstructured":"Schonberger, R. (1990 \u201cCustomer chains: links to survival\u201d, \n\nIndustry Week, Vol. 239, pp. 28\u201032."},{"key":"key2022020820303122900_b28","unstructured":"Spiker, B. (1991, \u201cTotal quality management: the mind\u2010set for the competitiveness in the 1990s\u201d, \n\nManufacturing Systems, Vol. 9 No. 9, pp. 40\u20105."},{"key":"key2022020820303122900_b29","unstructured":"Tatikonda, L. and Tatikonda, R. (1996, \u201cTop ten reasons your TQM effort is failing to improve profit\u201d, \n\nProduction and Inventory Management Journal, Vol. 37 No. 3, p. 5."},{"key":"key2022020820303122900_b30","doi-asserted-by":"crossref","unstructured":"Whiteley, R. and Hessan, D. (1996, \n\nCustomer Centered Growth: Five Proven Strategies for Building Competitive Advantage, Addison\u2010Wesley, Reading, PA.","DOI":"10.1108\/EUM0000000004282"},{"key":"key2022020820303122900_b31","unstructured":"Yakovac, M.\u201cPaying for satisfaction\u201d, \n\nHRfocus, p. 11."}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/14637159810207024","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637159810207024\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637159810207024\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:36:45Z","timestamp":1753403805000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/4\/1\/72-81\/256414"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[1998,3,1]]},"references-count":31,"journal-issue":{"issue":"1","published-print":{"date-parts":[[1998,3,1]]}},"alternative-id":["10.1108\/14637159810207024"],"URL":"https:\/\/doi.org\/10.1108\/14637159810207024","relation":{},"ISSN":["1463-7154"],"issn-type":[{"type":"print","value":"1463-7154"}],"subject":[],"published":{"date-parts":[[1998,3,1]]}}}