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1 – 10 of 281
Article
Publication date: 6 May 2020

Gorka Unzueta, Aritz Esnaola and Jose Alberto Eguren

In this study, a frame of reference was developed to adapt and execute a continuous improvement process (CIP) for reinforcing a continuous improvement (CI) culture in an…

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Abstract

Purpose

In this study, a frame of reference was developed to adapt and execute a continuous improvement process (CIP) for reinforcing a continuous improvement (CI) culture in an organisation. The study was undertaken in a mature capital goods company that did not succeed in institutionalising CI despite deploying many CI tools over the years. The organisation thus needed a model that was adapted to its reality and strengthened the aspects of CI through cultural changes at the organisational level.

Design/methodology/approach

Action research was used to implement the CIP, and this research method was reinforced using a hermeneutic phenomenological approach to analyse the results.

Findings

The CIP was validated in four units of analysis within the organisation. For the validation, aspects relevant to organisational cultural change and their metrics were identified. The results showed that the main barriers to the development of CI in the case organisation were lack of teamwork and poor assimilation of new CI routines.

Research limitations/implications

The study was applied only in one organisation. Therefore, results cannot be generalized although the process and methodology followed to adapt and implement the CIP could be applied within other organisations.

Originality/value

The paper presents a CI frame of reference and describes how a CIP applied to a small- and medium-sized industrial enterprise generated cultural changes and promoted organisational excellence in the pursuit of CI, by using a hermeneutic phenomenological methodology approach.

Article
Publication date: 16 August 2021

Ralf Jan Benjamin Van der Meij, David John Edwards, Chris Roberts, Hatem El-Gohary and John Posillico

A comprehensive literature review of performance management within the Dutch steel processing industry is presented. The purpose of this paper is to analyse the motives for…

Abstract

Purpose

A comprehensive literature review of performance management within the Dutch steel processing industry is presented. The purpose of this paper is to analyse the motives for companies to become excellent performers in their field of expertise. These internal and external motives (refined by quantitative analysis of bibliographic data) sought to reveal the common factors that impact company performance.

Design/methodology/approach

Inductive reasoning was adopted using an interpretivist philosophical stance to generate new theoretical insight. A mixed-methods analysis of pertinent extant literature afforded greater synthesis of the research problem domain and generated more valid and reliable findings. The software visualisation of similarities viewer was used to conduct a qualitative bibliographic analysis of extant literature to yield greater clarification on the phenomena under investigation.

Findings

Four thematic groups of past research endeavours emerged from the analysis and were assigned appropriate nomenclature, namely: industry internal motives; industry external motives; excellent performer and incremental working method. To further expand upon the continuous improvement process (CIP – embodied within performance management), the paper describes the virtuous cycle of improvement, which consists of the consecutive steps of “planning”, “doing”, “checking” and ultimately of “acting” accordingly to the previous steps. It can be concluded that a high-performing company acts according to its mission, plans in line with the vision do as defined in the strategy and checks by reflection.

Originality/value

This unique study provides invaluable insight into the performance management of Dutch steel processing companies. Although the research context was narrowly defined, the findings presented are equally applicable to clients, contractors and sub-contractors active in other sectors of the construction industry. The research concludes by prescribing factors of mitigation strategies to support chief executive officers to focus on the optimum distribution of their scarce resources.

Details

Journal of Engineering, Design and Technology , vol. 21 no. 4
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 1 September 2001

Ashraf W. Labib and Jinesh Shah

Continuous improvement strategies are of increasing importance but difficult to establish and sustain. This paper uses multiple criteria decision‐making (MCDM), based on the…

1816

Abstract

Continuous improvement strategies are of increasing importance but difficult to establish and sustain. This paper uses multiple criteria decision‐making (MCDM), based on the analytical hierarchy process (AHP), as a means of systematising the decision process underlying strategy determination. A generic framework is developed to formulate an ideal strategy for a continuous improvement process (CIP) using AHP. The paper also discusses issues relating to consistency and sensitivity analysis.

Details

Work Study, vol. 50 no. 5
Type: Research Article
ISSN: 0043-8022

Keywords

Article
Publication date: 1 December 1996

Richard Bunning

As a manufacturer of float glass in an international market, Pilkington Glass Limited begins a multi‐faceted approach to improving its quality and reducing its costs to cope with…

580

Abstract

As a manufacturer of float glass in an international market, Pilkington Glass Limited begins a multi‐faceted approach to improving its quality and reducing its costs to cope with increasing competition. Explains how, with cost cutting, there inevitably came downsizing and a need for increased skill training of its workforce. A supervisory training programme was designed and implemented to increase supervisors’ skills in specific manufacturing‐related areas that support the main goals of increasing quality and cutting costs. Through a small‐group action‐learning design, supervisors completed projects which produced bottom‐line contributions to the organization which more than paid for the programme itself. Maintains that other evaluative indicators were equally positive, such as trainee responses to the training, the achievement of NVQs leading to pay‐grade increases and the acceptance of the approach by top management.

Details

Journal of European Industrial Training, vol. 20 no. 9
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 5 June 2007

Charles R. Emery

This article sets out to examine the common organizational problem of inadequate tracking and follow‐through of cross‐functional corrective actions and strategic objectives

Abstract

Purpose

This article sets out to examine the common organizational problem of inadequate tracking and follow‐through of cross‐functional corrective actions and strategic objectives. Various solutions were tested to develop a “best practice” for improving the effectiveness and accountability of implementing action plans.

Design/methodology/approach

Program audits were conducted on the tracking and effectiveness of strategic objectives and corrective action plans at 24 aerospace‐related companies (e.g. Northrop, Allied Signal) in the USA.

Findings

Generally, strategic objectives and correction actions are performed adequately and on‐time within an organization's function (e.g. engineering). The adequacy of cross‐functional actions, however, was a completely different story. Typically, these actions were delayed past the “need by dates” and often failed to satisfy the internal customer's need. Several solutions were examined and “the dynamic stringing” method proved to be the most effective.

Research limitations/implications

Future studies need to focus on additional methods to insure accountability of cross‐functional requirements to include incentives.

Practical implications

This study presents the basis for a “best practice” that could help solve inefficiencies and delays in completing cross‐functional actions. The core concept of “paper and string” can easily be upgraded to computerized project management systems. The key, however, is not to lose the power of “visibility.”

Originality/value

This is the only study that has examined the chronic problem or “dirty little” secret of poor cross‐functional support in numerous organizations. The value is to managers that need to insure the accomplishment of strategic objectives and corrective actions.

Details

Measuring Business Excellence, vol. 11 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 1 April 2004

Barry Elsey and Johnny Sai‐kwong Leung

The management of workplace change takes place in many industry contexts and micro‐settings using a variety of approaches, all of which are widely reported in the academic and…

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Abstract

The management of workplace change takes place in many industry contexts and micro‐settings using a variety of approaches, all of which are widely reported in the academic and professional literature. There is less known about workplace change management in the context of an international company employing large numbers of Mainland Chinese employees. The company needed to improve its delivery of service quality; in this case to the maintenance of elevators and escalators, especially where breakdowns occur and customers get frustrated. It was imperative to change the work behaviour of the Chinese workforce. Integral to the change management strategy was the dual application of action research and workplace learning, natural companions in the process of modifying work attitudes and behaviour. This case study reports the design, implementation and evaluation of a process improvement program “custom built” for the Chinese employees of the international company.

Details

Journal of Workplace Learning, vol. 16 no. 3
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 4 January 2017

Martin Christopher Saier

Investigating the beginning of project management (app. 30 BC) with a focus on business models similar to the “PDCA” cycle, the purpose of this paper is to find an approach which…

2407

Abstract

Purpose

Investigating the beginning of project management (app. 30 BC) with a focus on business models similar to the “PDCA” cycle, the purpose of this paper is to find an approach which could be used as a new standard procedure for the eradication of projects in Lean project management.

Design/methodology/approach

Based on literature research of models similar to Walter A. Shehwart’s three-step and Edward W. Deming’s four-step (PDC(A)) wheel, the investigated models are interconnected to form a new concept which represents an innovative cycle logic proposed to be applied in Lean project management. This new cycle logic is rolled out on three different levels, which are transferred from the Lean management hoshin kanri model to Lean project management. In addition to literature research, semi-structured interviews were performed to get an indication as to the integration of Lean management (with a focus on PDCA) in project management today.

Findings

It was found that the “Check Plan Do” cycle is a Lean variant of the “Plan Do Check Act” model that is already used in consulting projects in practice, partially appears in project management standards, in governance models of ambulance, fire services, human aid and military forces and in quality management models of Six Sigma, design for Six Sigma and an excellence model of the European Foundation for Quality Management. To ensure continuous improvement it was found that the new CPD cycle can be used on different “planning” levels in analogy to the hoshin kanri logic.

Originality/value

To the best of the author’s knowledge, a discussion as to how the PDCA cycle can be adapted to Lean project management, considering the implication of business models similar to the PDCA wheel, has not yet been conducted within the field of project management.

Details

International Journal of Managing Projects in Business, vol. 10 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 8 March 2013

Ayon Chakraborty and Michael Leyer

Six Sigma is considered to be an important management philosophy to obtain satisfied customers, but financial service organisations have been slow to adopt Six Sigma issues so…

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Abstract

Purpose

Six Sigma is considered to be an important management philosophy to obtain satisfied customers, but financial service organisations have been slow to adopt Six Sigma issues so far. Despite the extensive effort that has been invested and benefits that can be obtained, the systematic implementation of Six Sigma in financial service organisations is limited. As a companywide implementation framework is missing so far, the purpose of this paper is to fill this gap.

Design/methodology/approach

This paper presents a conceptual framework derived from literature and evaluated by experts, with a focus on financial services.

Findings

The results show that it is very important to link Six Sigma with the strategic as well as the operations level. Furthermore, although Six Sigma is a very important method for improving quality of processes, others such as Lean Management are also used. This requires a superior project portfolio management to coordinate resources and projects of Six Sigma with the other methods used.

Research limitations/implications

The developed framework provides a new contribution to the theory of applying Six Sigma in financial service institutions.

Practical implications

Beside the theoretical contribution, the framework can be used by financial service companies to evaluate their Six Sigma activities. Thus, the framework grounded through literature and empirical data will be a useful guide for sustainable and successful implementation of a Six Sigma initiative in financial service organisations.

Originality/value

The paper contributes, by empirical research through expert interviews, to develop a Six Sigma implementation framework for financial institutions.

Details

International Journal of Quality & Reliability Management, vol. 30 no. 3
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 January 2004

There have been many examples of how various teamwork systems have improved an organization’s competitive edge and helped in reducing costs. There have also been many examples of…

Abstract

There have been many examples of how various teamwork systems have improved an organization’s competitive edge and helped in reducing costs. There have also been many examples of how teamworking has, for various reasons, not lived up to expectations.

Details

Human Resource Management International Digest, vol. 12 no. 1
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 6 March 2009

John Mortimer

The purpose of this paper is to describe how General Motors (GM) Manufacturing has increased the number of installed robots at its Luton, Bedfordshire, UK van making facility as a…

259

Abstract

Purpose

The purpose of this paper is to describe how General Motors (GM) Manufacturing has increased the number of installed robots at its Luton, Bedfordshire, UK van making facility as a means of increasing productivity.

Design/methodology/approach

As a result of a study of industrial robots the decision was taken to install Fanuc robots to increase the level of automation. The robots are used mainly for spot welding, though some are used for handling large components.

Findings

Over the space of the last four years or so the management of GM Manufacturing has been tackling constraints in the body shop using GMs' throughput improvement processes to achieve greater utilization of its facilities at a time of a gradually reducing workforce.

Research limitations/implications

GM has a process of continuous improvement, which it uses in most of the functions involved in the manufacture of motor vehicles. As part of this process, engineers continually examine ways of removing constraints on the shop floor. Many of these constraints are brought about by the old age of the plant and the confined nature of the equipment. The techniques of continuous improvement are being applied with the aim of bringing up the plant to the point that it is in the best position to win the contract for the next generation of compact light commercial van. If the Luton plant does not win this contract then it would have to examine means of manufacturing other niche vehicles that would allow the plant to continue operations. Alternatively, without further work the prospect facing the plant is closure. The importance of making improvements to ensure the future of the plant is crucial.

Practical implications

Arising out of the increased robot population, the plant at Luton now has the capability for the first time to manufacture over 100,000 vans a year.

Originality/value

For the first time, Fanuc robots have been installed in a plant, which hitherto has used Comau Smart robots. By such a move, two types of robots are being used on the shop floor with the inevitable implications associated with two different control systems.

Details

Industrial Robot: An International Journal, vol. 36 no. 2
Type: Research Article
ISSN: 0143-991X

Keywords

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