BSc(CNAA) MSc PhD(Manc) CEng MIEE
Senior Lecturer Operations Management
Room: OBS 709
Tel: 64 3 479 8658
Fax: 64 3 479 8173
Email: richard.greatbanks@otago.ac.nz
Skype: Richard.Greatbanks
Richard is a Chartered Manufacturing Engineer and has held several technical and managerial positions within Aerospace manufacture. After spending more than thirteen years in the UK Aerospace industry, Richard moved to academia.
Research interests
Richard’s research interests are:
- operations management
- quality process improvement
- performance measurement, particularly in conjunction with SME organizations
- operational excellence within service
Richard has recently had a report launched in Auckland. This is a commissioned piece for Philanthropy New Zealand, which reports on the findings of a national benchmarking survey of grantmaking practice within New Zealand, undertaken earlier this year.
Read the report 'Grantmaking in New Zealand: Giving That Works' (PDF, 1.56MB).
Read an opinion piece by Richard on university governance.
Teaching responsibilities
Richard’s teaching responsibilities include:
- MANT251 Managing Organisations
- MANT333 Quality and Operational Excellence
- MANT456 Operations Excellence
Research supervision
Richard is keen to attract new PhD students with the following interests:
1. Lean Thinking applications within Healthcare environments
Whilst Lean Thinking within healthcare is not a new concept, many aspects are still not fully understood, and there are also aspects of Lean Thinking which the literature indicates are not fully applied or implemented within healthcare environments. Potential PhD research projects will focus on exploring why some aspects of Lean are not full deployed in health, and investigate the barriers to and implications of this situation.
2. Evaluation and performance measurement within For Benefit (nonprofit and philanthropic) organisations
Within New Zealand the nonprofit and philanthropic sectors are increasingly being expected to operate and deliver in a more professional and business-like manner. Yet recent research indicates that such organisations are struggling to apply and benefit from many business practices, including performance measurement approaches used in public and commercial focused organisations. These PhD research projects will explore the levels of performance management development in ‘For Benefit’ sector organisations, and define the barriers and consequent strategies which need to be deployed to allow this sector to perform more effectively.
3. The application of quality process improvement techniques in service and nonprofit organisations
Over the last three decades, many of the quality improvement tools, techniques and approaches have been proven to work well in manufacturing and commercial environments. Yet these same approaches have not delivered the same benefits to other sectors such as public services, healthcare and nonprofit organisations. These PhD projects will explore the specific nature of the chosen sector and look at which improvement methodologies have been used, and to what effect, and why others have not.
Richard is willing to work with interested PhD students to develop research projects which fit both the student’s interest and the Department’s research scope. All research is expected to be undertaken within a New Zealand context, and assistance will be offered to gain access to suitable organisations if required.
To discuss one of the above potential PhD projects contact Richard directly.
Read about the entry requirements for the PhD, and how to apply.
Current supervisions
Richard is currently supervising the following students:
PhD
Adeel Akmal - What can New Zealand learn from the United Kingdom? A study on implementing lean practices in the healthcare sector of New Zealand. (Supervisors: Richard Greatbanks, André Everett)
MCom
Jodie Black - Lean in Mental Health Service Redesign.
Publications
Akmal, A., Podgorodnichenko, N., Greatbanks, R., & Everett, A. M. (2018). Bibliometric analysis of production planning and control (1990–2016). Production Planning & Control. Advance online publication. doi: 10.1080/09537287.2018.1429030
Greatbanks, R., Doolan-Noble, F., & McKenna, A. (2017). Cheques and challenges: Business performance in New Zealand general practice. Journal of Primary Health Care, 9(3), 185-190. doi: 10.1071/HC17047
Boon, B., Greatbanks, R., Munro, J., & Gaffney, M. (2017). Service delivery under translation: Multi-stakeholder accountability in the non-profit community sector in New Zealand. Health & Social Care in the Community, 25(2), 402-413. doi: 10.1111/hsc.12319
Doolan-Noble, F., Greatbanks, R., & Atmore, C. (2017). Business of care: Global perspectives. Journal of Primary Health Care, 9(3), 183-184. doi: 10.1071/HCv9n3_ED
Akmal, A., Podgorodnichenko, N., Everett, A. M., & Greatbanks, R. (2017). Introducing Japanese management techniques in Asian business: A case study from Pakistan. Proceedings of the New Zealand Asian Studies Society (NZASIA) International Conference. (pp. 1). Retrieved from http://www.otago.ac.nz/nzasia-2017/index.html
Edited Book - Research
Manville, G., & Greatbanks, R. (Eds.). (2013). Third sector performance: Management and finance in not-for-profit and social enterprises. Farnham, UK: Gower, 240p.
Chapter in Book - Research
Manville, G., & Greatbanks, R. (2013). Third sector funding streams: The big society bank. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 18-25). Farnham, UK: Gower.
Greatbanks, R., & Manville, G. (2013). Anecdotal performance reporting: Can it provide sufficient confidence for third sector funding bodies? In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 115-129). Farnham, UK: Gower.
Manville, G., & Greatbanks, R. (2013). The financial context for an expanded third sector. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 9-17). Farnham, UK: Gower.
Knowles, B., Greatbanks, R., & Manville, G. (2013). Scorecards and strategy maps: The top ten factors of performance measurement in non-profit organizations. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 189-198). Farnham, UK: Gower.
Rees, G., & Greatbanks, R. (2013). Measuring or managing? NGO performance in Peru. In G. Manville & R. Greatbanks (Eds.), Third sector performance: Management and finance in not-for-profit and social enterprises. (pp. 199-213). Farnham, UK: Gower.
Martin-Niemi, F., & Greatbanks, R. (2009). SME knowledge transfer through social networking: Leveraging storytelling for improved communication. In M. Purvis & B. T. R. Savarimuthu (Eds.), Computer-mediated social networking: Lecture notes in artificial intelligence (Vol. 5322). (pp. 86-92). Berlin, Germany: Springer. doi: 10.1007/978-3-642-02276-0
Cathro, V., Greatbanks, R., & Everett, A. M. (2007). Cadbury Confectionery: Dunedin's sweet centre. In K. Inkson, V. Browning & J. Kirkwood (Eds.), Working on the Edge: A portrait of business in Dunedin. (pp. 169-178). Dunedin, New Zealand: Otago University Press.
Greatbanks, R. (2007). Fisher & Paykel: Top drawer. In K. Inkson, V. Browning & J. Kirkwood (Eds.), Working on the Edge: A portrait of business in Dunedin. (pp. 179-186). Dunedin, New Zealand: Otago University Press.
Greatbanks, R. W. (2002). Clearline Instrumentation Ltd. In T. Batley (Ed.), Business case studies in operations management. (1st ed.) (pp. 69-77). New Zealand: Pearson Education.
Moxham, C., & Greatbanks, R. (2002). WJK Yarn Ltd. In T. Batley (Ed.), Business case studies in operations management. (1st ed.) (pp. 61-68). New Zealand: Pearson Education.
Chapter in Book - Other
Greatbanks, R. (2008). Operations management. In K. Bartol, M. Tein, G. Matthews & B. Sharma (Eds.), Management: A Pacific rim focus. (5th ed.) (pp. 636-686). Sydney, Australia: McGraw Hill.
Moxham, C., & Greatbanks, R. W. (2002). Production management cases: WJK Yarn Ltd. In Tutors guide: Business case studies in operations management. (pp. 21-23). Dunedin, New Zealand: Department of Management, University of Otago.
Greatbanks, R. (2002). Production management cases: Clearline Instrumentation Ltd. In Tutors guide: Business case studies in operations management. (pp. 24-28). Dunedin, New Zealand: Department of Management, University of Otago.
Journal - Research Article
Akmal, A., Podgorodnichenko, N., Greatbanks, R., & Everett, A. M. (2018). Bibliometric analysis of production planning and control (1990–2016). Production Planning & Control. Advance online publication. doi: 10.1080/09537287.2018.1429030
Greatbanks, R., Doolan-Noble, F., & McKenna, A. (2017). Cheques and challenges: Business performance in New Zealand general practice. Journal of Primary Health Care, 9(3), 185-190. doi: 10.1071/HC17047
Boon, B., Greatbanks, R., Munro, J., & Gaffney, M. (2017). Service delivery under translation: Multi-stakeholder accountability in the non-profit community sector in New Zealand. Health & Social Care in the Community, 25(2), 402-413. doi: 10.1111/hsc.12319
Looi, E. S. Y., Greatbanks, R., & Everett, A. M. (2016). Alignment of governance and senior executive perceptions of culture: Implications on healthcare performance. Journal of Health Organization & Management, 30(6), 927-938. doi: 10.1108/jhom-01-2016-0012
Manville, G., Greatbanks, R., Wainwright, T., & Broad, M. (2015). Visual performance management in housing associations: A crisis of legitimation or the shape of things to come? Public Money & Management, 36(2), 105-112. doi: 10.1080/09540962.2016.1118933
Manville, G., Greatbanks, R., Krishnasamy, R., & Parker, D. W. (2012). Critical success factors for Lean Six Sigma programmes: A view from middle management. International Journal of Quality & Reliability Management, 29(1), 7-20. doi: 10.1108/02656711211190846
Martin-Niemi, F., & Greatbanks, R. (2010). The ba of blogs: Enabling conditions for knowledge conversion in blog communities. VINE, 40(1), 7-23. doi: 10.1108/03055721011024892
Bamford, D., & Greatbanks, R. (2010). Understanding operational strategies by examining quality deposits. OR Insight, 23(1), 44-56. doi: 10.1057/ori.2009.13
Greatbanks, R., Elkin, G., & Manville, G. (2010). The use and efficacy of anecdotal performance reporting in the third sector. International Journal of Productivity & Performance Management, 59(6), 571-585. doi: 10.1108/17410401011063957
Greatbanks, R., & Tapp, D. (2007). The impact of balanced scorecards in a public sector environment: Empirical evidence from Dunedin City Council, New Zealand. International Journal of Operations & Production Management, 27(8), 846-873.
McCarthy, G., & Greatbanks, R. (2006). Impact of EFQM excellence model on leadership in German and UK organisations. International Journal of Quality & Reliability Management, 23(9), 1068-1091.
Bamford, D. R., & Greatbanks, R. W. (2005). The use of quality management tools and techniques: A study of application in everyday situations. International Journal of Quality & Reliability Management, 22(4), 376-392.
Wang, Y.-M., Greatbanks, R., & Yang, J.-B. (2005). Interval efficiency assessment using data envelopment analysis. Fuzzy Sets & Systems, 153, 347-370.
Dale, B. G., Williams, A. R. T., Van der Wiele, T., & Greatbanks, R. (2002). Organizational change through quality deposits. Quality Engineering, 14(3), 381-389.
Moxham, C., & Greatbanks, R. (2001). Prerequisites for the implementation of the SMED methodology: A study in a textile processing environment. International Journal of Quality & Reliability Management, 18(4), 404-414.
Dal, B., Tugwell, P., & Greatbanks, R. (2000). Overall equipment effectiveness as a measure of operational improvement: A practical analysis. International Journal of Operations & Production Management, 20(12), 1488-1502.
Dale, B. G., Williams, R., Van der Wiele, T., & Greatbanks, R. W. (2000). Facilitating change through quality. European Quality, 7(2), 14-17.
Dale, B., Williams, R., Van der Wiele, T., & Greatbanks, R. (2000). Facilitating change through quality. European Quality, 7(1), 30-32.
Journal - Research Other
Doolan-Noble, F., Atmore, C., & Greatbanks, R. (2016). General practice: Balancing business and care. Journal of Primary Health Care, 8(3), 193-195. doi: 10.1071/HC15912
Journal - Professional & Other Non-Research Articles
Doolan-Noble, F., Greatbanks, R., & Atmore, C. (2017). Business of care: Global perspectives. Journal of Primary Health Care, 9(3), 183-184. doi: 10.1071/HCv9n3_ED
Greatbanks, R., & Bourne, M. (2010). Guest editorial. Measuring Business Excellence, 14(1), 3.
Manville, G., & Greatbanks, R. (2010). Guest editorial. International Journal of Productivity & Performance Management, 59(6), 517-518.
Conference Contribution - Published proceedings: Full paper
Looi, E. S. Y., Greatbanks, R., & Everett, A. M. (2014). Impact of aligned values on healthcare performance: New Zealand District Health Boards and their senior executives. Proceedings of the 28th Australian and New Zealand Academy of Management (ANZAM) Conference: Reshaping Management for Impact. Retrieved from http://www.anzam.org/
Looi, E. S. Y., Greatbanks, R., & Everett, A. M. (2013). Organisational culture in New Zealand District Heath Boards: Influence and performance implications. Proceedings of the 27th Australian and New Zealand Academy of Management (ANZAM) Conference: Managing on the Edge. Retrieved from http://www.anzam.org/
Shantapriyan, P., Stringer, C., Adler, R., & Greatbanks, R. (2012). Measuring service performance in a service support environment. Proceedings of the Performance Measurement Association (PMA) Conference. Retrieved from http://www.performanceportal.org/pma2012
Greatbanks, R., & Kerruish, T. (2012). Measurement of ‘time to decision’ performance in an emergency department environment: Managerial and operational process implications. Proceedings of the Performance Measurement Association (PMA) Conference. Retrieved from http://www.performanceportal.org/pma2012
Looi, E. S. Y., Greatbanks, R., & Everett, A. M. (2012). Performance impacts of aligned values: New Zealand District Health Boards (DHBs) and their senior executives. Proceedings of the Performance Measurement Association (PMA) Conference. Retrieved from http://www.performanceportal.org/pma2012
Looi, E. S. Y., Greatbanks, R., & Everett, A. M. (2011). Is organisational culture the answer to performance improvement in healthcare? A case study of New Zealand’s District Health Boards (DHBs). Proceedings of the 18th International Annual European Operations Management Association (EurOMA) Conference: Exploring Interfaces. Cambridge, UK: Institute for Manufacturing, University of Cambridge. [Full Paper]
Stringer, C., Shantapriyan, P., Adler, R., & Greatbanks, R. (2011). The cost and value of shared support units for internal customers. Proceedings of the Otago Forum 3: Service integration and coordination in a complex world. Retrieved from http://www.business.otago.ac.nz/marketing/events/OtagoForum3/
Greatbanks, R., & Walton, S. (2009). Mapping environmental performance indicators: A proposed model. Proceedings of the Performance Measurement Association (PMA) Conference. Retrieved from http://www.pma.otago.ac.nz/pma-cd/papers.html
Martin-Niemi, F., & Greatbanks, R. (2008). SME knowledge transfer through social networking: Leveraging storytelling for improved communication and collaboration. Proceedings of the International Conference on Computer Mediated Social Networking. [CD-ROM] Dunedin, New Zealand: University of Otago. [Full Paper]
Dwyer, K., Everett, A. M., & Greatbanks, R. W. (2007). A new model on the tacit-explicit knowledge transfer process. In S. M. Lee & A. M. Everett (Eds.), Proceedings of the Pan-Pacific Conference XXIV. (pp. 45-47). Pan-Pacific Business Association. [Full Paper]
Batley, T., Greatbanks, R., & Everett, A. (2006). International manufacturing strategy survey in New Zealand 2005. In D. Bennett, B. Clegg, A. Greasley, P. Albores, M. Binder & M. Weaver (Eds.), Proceedings of the Second European Conference on Management of Technology. [CD-ROM] Birmingham, UK: Aston Business School. [Full Paper]
Greatbanks, R. (2006). Operational change and its effect on operational measurement: Empirical evidence from New Zealand's manufacturing sector. In A. Neely, M. Kennerley, A. Walters & Cranfield School of Management (Eds.), Proceedings of the Fifth International Conference on Performance Measurement and Management. (pp. 297-304). Bedfordshire, UK: Centre for Business Performance, Cranfield University. [Full Paper]
Bamford, D. R., & Greatbanks, R. W. (2005). Examining organisational change through the analysis of quality deposits: A methodology. Proceedings of the EurOMA International Conference on Operations and Global Competitiveness. (pp. 1295-1303). Budapest, Hungary: HALPIM. [Full Paper]
Moxham, C., & Greatbanks, R. (2004). Measuring performance in the voluntary and community sector. Proceedings of the 18th Annual Conference of the Australia and New Zealand Academy of Management. (pp. 1-13). Dunedin, New Zealand: ANZAM. Retrieved from http://www.business.otago.ac.nz/mgmt/ANZAM2004/CD/Papers/
