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around the world, Long described. Then we went into each theater and sought candidates who would be the process owner in that specific region. The next step involved identifying and defining key performance indicators (KPIs) for each process, with the focus on effectiveness and efficiency. Then each of the processes was documented in a process mapping tool with modeling capabilities, to optimize the processes and costs associated with each process and suggest improvements. Once this was completed, Long and her team assembled all the theater process owners to have them work out the issues relating to their processes and to agree on a standardized process, with minimal local exceptions. If any dispute was left unresolved, it was then moved to the global process owner for settlement. This formation activity resulted in 38 global initiatives being worked. Initial Results Outpace Expectations, Initial Objectives One of these initiatives focused on life cycle management, which was a critical initiative as one of the objectives was to improve the inventory investment base (see Sidebar 11.2). Once the initiative was defined, and objectives set, the KPIs were determined. At that point we formed a supply chain action team and pulled in people from many different functions and geographic locations, who worked together to identify the actions and goals that must be taken to better manage the lifecycle, Long detailed. The team identified more than 20 initiatives that had to be undertaken. Among the initiatives were the training and education of field managers and engineers about what the obsolescence reserve is, its importance, and how their actions and decisions affect it. Also, new reports were designed that showed field engineers the reserve value of keeping a local piece of inventory.

I am most grateful to Ray Bull for his comments on drafts of this chapter, but he must not be assumed to agree with any of it.

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Chris Argyris and David Schon, Organizational Learning: A Theory of Action Perspective, Reprinted with permission of Pearson Education, Inc., Upper Saddle River, NJ. 1978, 13. Roger Harrison, Understanding Your Organization s Character, in The 1975 Handbook for Group Facilitators (La Jolla, CA:University Associates Publishers, 1975), 200. Adapted from Paradigms, Metaphors, and Puzzle Solving in Organizational Theory by Gareth Morgan. Published in Administrative Science Quarterly 2, no. 27-46, 611 612, by permission of Administrative Science Quarterly. Id., 605. See also Karl Mannheim, Ideology and Utopia (New York: Harcourt, Brace and World, 1936). Id., 608 609. As a member of the American Society for Industrial Security (ASIS), the author was invited to speak at several symposia held between officers and members of ASIS and academic practitioners. These annual meetings are an attempt on the part of ASIS to help the academic community develop courses pertinent to corporate security, which is the primary interest and focus of the association. These concerns developed as ASIS and some of its

suggests a different offender profile from that suggested by the general theory The 2002 Report to the Nation of the ACFE, reports the following offender and scheme characteristics: Occupational fraud schemes reported in this survey had a median duration from inception to detection of 18 months Nearly two out of three schemes ran for a year before being detected45 It is important to note here that the fact of detection ended the scheme Accordingly, it is reasonable to assume the scheme, and the offender(s), would have continued for some reasonable period past a year had they not been caught Such findings run directly counter to not only the general theory s postulation that criminal acts are immediate, but also that they are simple One could argue that even a simple scheme could continue for some time without achieving a degree of complexity.

3.2

Rule-utilitarian health workers use rules derived from careful consideration of past costs and bene ts. Their principal problem is a dif culty for all varieties of utilitarianism (including health economics). That is, there may be occasions on which their policy creates an excess of good over evil for a population as a whole, but does not distribute it fairly. Thus a principle of justice (that all social goods ought to be distributed equally) is undermined by utilitarianism. The British Labour Party argued that just such a calculation was made by the Tory Government of the 1980s. There is considerable utility in maintaining a high level of unemployment (unions are kept under control because there is endemic fear of unemployment, output increases, house costs decrease and there is an increase in the standard of living for those in permanent, well-paid jobs). The majority enjoy bene t (and so are more likely to vote for you next time) while the minority suffer, and on utilitarian terms this is fair enough. To take a health service example, it might promote utility to move non-dangerous mentally ill people from hospitals to the community. It might save money and it might help some patients become happier and better adjusted, but if such a policy were carried out without room for exceptions then there would inevitably be some patients, relatives and carers who suffer (many mental health workers and consumers say this actually has been the effect of over-zealous de-institutionalisation in recent years). Here is a classic illustration of utilitarianism s clash with justice as fairness:

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