A Model of Continuous Improvement Programme Management

The aim of this study is to identify key management decisions that enable the sustainment of a continuous improvement (CI) initiative. To accomplish this aim, we examine the procedures and practices used by two manufacturing companies for the management of their CI initiatives; one that is successfully sustaining the effectiveness of its CI initiative and another failing to do the same. This research makes two contributions to the conceptual understanding of CI programme management. First, we identify five CI programme management factors that enable the sustainment of a CI initiative. Second, the five factors are incorporated into a new CI programme management model. The model details a ‘bottom-up’ procedure for the generation of manufacturing performance improvement ideas and the management of their implementation

Process innovation in UK manufacturing Best practice makes perfect

URN 01/9000SIGLEAvailable from British Library Document Supply Centre-DSC:m01/28242 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

International Best Factory Award: la ricerca dell’eccellenza in fabbrica

L'articolo analizza le differenze tra prestazioni produttive e logistiche rilevate attraverso una survey in un campione di plant Italiani e Inglesi. L'analisi quantitativa mostra alcune differenze di interesse sia sotto il profilo della ricerca sia sotto quello delle implicazioni manageriali

Italian an UK Manufacturing compared

A comparison of Italian and UK manufacturing plant performance for the Engineering industry is presented, based on data collected in both countries using the survey method. The article anlyzes the main differences between Italian and the UK plant performances

A Systematic comparison of the manufacturing performance of engineering companies in Italy and UK

A comparison of the performances of Italian and UK manufacturing plants from the Engineering industry is presented, based on data collected in both countries using the survey method. The comparison of the quantitative data indicates that in the areas of flexibility and quality there were no real differences between the performance of Italian and UK plants. However, in the area of people management significant differences were found and these have implications for both researchers and managers in the engineering sector