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Enabling continuous improvement: a case study of implementation

Bertus de Jager (Kunba Resources Ltd, Pretoria, South Africa)
Chris Minnie (Kunba Resources Ltd, Pretoria, South Africa)
Johan de Jager (Kunba Resources Ltd, Pretoria, South Africa)
Marita Welgemoed (Kunba Resources Ltd, Pretoria, South Africa)
John Bessant (Professor, Cranfield University, Cranfield, UK)
Dave Francis (Deputy Head, CENTRIM, University of Brighton, Brighton, UK)

Journal of Manufacturing Technology Management

ISSN: 1741-038X

Article publication date: 1 June 2004



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.



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.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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