Enabling continuous improvement: a case study of implementation

Abstract

Widespread recognition of the strategic imperative posed by a turbulent external environment has brought into focus a key challenge for firms – that of increasing involvement in innovation by the staff in the organisation. Much research has suggested that organisations that mobilise a large proportion of their staff to participate in innovation can make significant gains. Achieving this depends on a systematic process of organisational development in which the facilitative patterns of behavioural routines are extended and reinforced, so that they become a major culture change. This paper reports on progress with this organisational development methodology using a detailed case study of its use within a major mining company in South Africa. It makes use of a reference model framework to help structure and direct the change process towards enabling higher involvement in innovation. In particular it explores practical issues involved in moving a large organisation along a path of high involvement innovation.

Citation

de Jager, B., Minnie, C., de Jager, J., Welgemoed, M., Bessant, J. and Francis, D. (2004), "Enabling continuous improvement: a case study of implementation", Journal of Manufacturing Technology Management, Vol. 15 No. 4, pp. 315-324. https://doi.org/10.1108/17410380410535017