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This study empirically examines the effect of shop‐floor communication on implementation effectiveness of process management practices, and on the corresponding quality performance gained through process management implementation. It deals with four types of communication on the shop floor (small group problem solving, feedback, instructive communication, supervisory interaction facilitation) and three process management practices (process control, preventive maintenance, housekeeping).

Analysis of variance (ANOVA) and regression techniques were used to test the hypothesized relationships. Data were collected from 238 manufacturing plants through a questionnaire survey conducted in eight countries to develop reliable and valid measurement scales for operations management.

The statistical results demonstrate the positive effect of shop‐floor communication on the implementation of process management practices and the resultant quality performance. The results also suggest that each type of shop‐floor communication differently affects the way in which process management practices are implemented to influence quality performance.

Although the existing literature of quality management highlights the importance of communication and information management for the successful implementation of quality management, little detailed study has been conducted on how specific types of communication support quality management practices to obtain quality performance. This study contributes to the literature by breaking down communication into four types and providing specific empirical evidence on the relationship between each type of communication, process management practices, and quality performance.

The purpose of this paper is to analyze the link between manufacturing strategy formalization and manufacturing strategy implementation, considering the potential moderating role of shop-floor communication.

Multiple linear regression models considering main and interaction effects of strategy formulation and shop-floor communication on strategy implementation were performed using data from the fourth round of the international HPM Project. This includes plants with more than 100 employees in the automotive, machinery and electronics industries from 10 different countries. Unlike other research studies, this research takes into account plant management’s and plant supervisors’ perceptions.

The findings show that formal strategic planning positively influences manufacturing strategy implementation. Furthermore, both feedback and instructive communication practices moderate the manufacturing strategy process, resulting in successful manufacturing strategy embeddedness, and prompt adaptation to change.

This study provides a better understanding of the manufacturing strategy process for scholars and practitioners. In addition, the results suggest that the adoption of some shop-floor communication practices can benefit firms through the strengthening of strategy implementation.

This paper provides empirical evidence to the emerging discussion on whether formal strategic planning helps to adopt a strategy or on the contrary make decision making inflexible.

In a manufacturing environment, the 5Ss in practice can result in considerable improvements in environmental performance in parallel with improved housekeeping and health and safety. The 5Ss in theory are a set of straightforward steps to continual improvement. In practice implementation of the 5Ss is influenced by human factors and resource limitations that can interfere with the effectiveness of the technique. Effective implementation of the 5Ss depends on top level commitment and total involvement of staff at all levels within a firm. Likewise, environmental management that results in real improvement depends upon commitment at the top and involvement and commitment of employees from all levels and functions of the business, in improvement actions. This paper explores the practical use of the 5Ss for environmental, housekeeping and health and safety improvement purposes at Cooke Brothers Ltd. The factors that act as barriers to the implementation of the 5Ss, possible solutions and the benefits to the firm through observed and measured improvements in environmental performance are identified.

This paper aims to illustrate how innovative trade union strategies are emerging around the learning agenda and how these are being used to extend union strategies within the workplace and the community. However, it also shows how such strategies can be confronted with difficulties particularly when they are located in fixed spaces leaving them unable to develop or become sustainable once these spaces are challenged or closed due to inconsistent state and employer support.

An in depth case study approach was adopted for the research, using predominantly semi‐structured interviews with a wide range of individuals over an 18 month period.

The paper suggests that although unions are increasingly pushing forward their learning agenda and developing workplace and community learning centres, which undoubtedly generate benefits for all stakeholders, their learning strategies are often fixed into specific, closed locations and spaces, finding it difficult to develop once these spaces are challenged or closed due to restructuring and organisational change.

The paper does not suggest that this case is representative of all learning initiatives but it does seem that learning as a part of the inclusion and union renewal agenda is not clearly co‐ordinated in terms of their social, spatial and employment position.

This paper represents new empirical research presented at a time when learning initiatives as well as community initiatives are high on government's agenda particularly as they are encouraging “the third sector” to play an increasing role in providing public services. Similarly, the paper addresses issues of ethnicity, migration and learning, again a topic high on government agendas.

The purpose of this paper is to investigate the application of key performance indicators (KPIs) on shop floor level in German small- and medium-sized enterprises (SMEs). The paper focuses on the examination of perception differences between shop floor employees and managers with regard to collection, calculation and consolidation of KPIs as well as visualization and motivational aspects.

To examine the hypothesis on differing perceptions regarding KPIs, 27 qualitative interviews with shop floor employees and production managers within 6 SMEs from the German machinery and equipment industry were conducted on basis of a semi-structured guideline.

The findings show that shop floor employees self-assess a lack of relevant knowledge when it comes to understanding KPIs. Moreover, the results show that shop floor employees perceive the visualization of shop floor KPIs as insufficient and non-motivational. This goes along with the finding that managers are aware of the lacking benefit of KPIs resulting from the rather negative perception of shop floor employees. The interviewed managers recognize a strong potential for improvement of their KPI systems.

The interview results confirm the need to design a performance management system on the shop floor that considers and aligns both management and operations, is directed to the shop floor level, considers explicitly the perspective of employees and integrates motivational elements.

The purpose of this paper is to define a method for sustain lean tools and philosophies on a manufacturing environment.

An in-depth action research (AR) methodology procedures applied in two cycles were conducted in an automobile company located in southeastern Brazil. The objective is to test the applicability of the shop floor management (SFM) implementation model as presented by Hanenkamp (2013).

The SFM model presented by Hanenkamp (2013) has been outlined, detailed and applied in practice. Opportunities for improvement during the application process of this model were verified by changes in its steps. After developing the AR, the authors have shown that the SFM model, as proposed in this paper, can indeed assist managers in applying and maintaining lean manufacturing practices on the shop floor.

This paper contributes by aiding in filling the gap between practical applications and the sustainability of lean manufacturing concepts and solutions. Furthermore, the guidelines introduced serve as a benchmark for other companies interested in the topic.

During the 1950s and 1960s the excessive demand for labour in industrialised Western Europe produced an acceptance of any available manpower in industry. As a consequence, in areas that experienced immigration, a large proportion of the indigenous workforce was either dispersed or had job aspirations raised and now evidences a relutance to undertake low level work. Consequently the migrants were and still are recruited for repetitive and menial work, as well as work involving anti‐social hours. As a consequence of the job level restrictions there was cultural clustering in particular areas of the shop floor which led to communication problems. The following example is typical of those problems management was having to meet.

The purpose of this paper is to research and design a feasible automatic identification and data capture (AIDC) system for a manufacturing small to medium enterprise (SME) that is able to facilitate the flow of accurate and real‐time data throughout the manufacturing process.

The processes and operations conducted at a manufacturing SME were critically analysed in order to identify areas, where the use of an AIDC system could be used to improve the efficiency and visibility of the processes throughout manufacture. The areas for improvement could then be identified and solved through specific applications and/or systems of which a cost benefit analysis could be conducted.

Significant cost savings are found through the implementation of a radio frequency identification (RFID) system based on the reduction of safety stock, the elimination of manual job tracking and the reduction of the manual input and written data throughout the process.

The read range of the technology outlined in this project was found to be limited due to the metal interference of the products, which should be aimed to be improved through the detection of other RFID transponders or a better adhesive medium used.

The most common limitations were found to be the lack of IT infrastructure, limited knowledge on the benefits of the system and also cultural resistance to change. However, appropriate training is to be provided to overcome any problems.

AIDC systems utilising data carrier technologies have been successfully implemented within many large multinational organisations but research into the implementation of AIDC systems within SMEs is far more limited.

This article reports on a new strategy for labour control in a British carpet factory, brought about under the pressure of the recession. The key characteristics of this approach have a number of similarities with the Japanese model of labour relations. Quality circles are the only overtly Japanese feature at the company, although the new economic and political conditions within Britain may have created the conditions for the absorption of Japanese values and ideas.

Operation Phoenix is conceived on a grand scale. It is complex, multi‐dimensional, affecting the wholeof world society at macro‐level and yet dependent on individual change. It is about change at the grass roots. Quality Circles are in the grass roots. The supervisor and workers sit down together voluntarily to pick and solve one of their work problems. The idea is elegant in its simplicity, but mind‐blowing in terms of the normal management philosophy which specialises tasks and isolates people in little boxes to carry them out. It is subversive in terms of the organisation structure which tries to separate power and knowledge from work, and preserve them for the top echelons. It works within the old society and prepares for the new. It is, to this extent, a creature of the Threshold.