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.

Publication DOI: https://doi.org/10.1080/09537287.2018.1433887
Divisions: College of Business and Social Sciences > Aston Business School > Work & Organisational Psychology
Additional Information: © 2018 Informa UK Limited, publishing as Taylor & Francis. This is an Accepted Manuscript of an article published by Taylor & Francis Group in Production Planning and Control on26 Feb 2018, available online at: http://www.tandfonline.com/10.1080/09537287.2018.1433887
Uncontrolled Keywords: Continuous improvement,manufacturing process,people empowerment,process mapping
Publication ISSN: 1366-5871
Last Modified: 08 May 2024 07:12
Date Deposited: 14 Mar 2018 08:40
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Related URLs: https://www.tan ... 87.2018.1433887 (Publisher URL)
PURE Output Type: Article
Published Date: 2018-05-01
Published Online Date: 2018-02-26
Accepted Date: 2017-12-11
Authors: Butler, Michael J (ORCID Profile 0000-0002-0061-9538)
Szwejczewski, Marek
Sweeney, Michael



Version: Accepted Version

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