The DOI matches its Crossref record; 14 of the 14 references it cites were found in a registry or an index.
Sustainability: the elusive element of process improvement
Abstract
Purpose: This paper identifies ten “enablers” for sustaining process improvement (PI) activities. Design/methodology/approach: The enablers are derived from analysing 40 activities and identifying the significant enablers from the more successful activities. Findings: Five enablers associated with activities that fully realise the PI activity are identified and a further five enablers associated with those activities that go on to achieve continuous improvement are identified. Practical implications: The enablers are designed to assist people who conduct PI activities, cell leaders whose areas are involved in PI activities and change agents and change champions who are co‐ordinating PI programmes. The practical nature of the enablers means that they are based on processes that cell leaders, change agents and change champions can affect. Originality/value: PI activities are a crucial tool for companies undergoing a lean transformation and removing waste from their processes. PI activities have been conducted widely throughout many industries and countries, but little analytical work has been done into what sustains the improvements made by these activities.
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Cites
The machine that changed the world
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Toyota production system: beyond large-scale production
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A Study of the Toyota Production System From an Industrial Engineering Viewpoint
Shingo, S., & Bodek, N. (2019) · doi:10.4324/9781315136509 · Cited by 1,064
Lean production and sustainable competitive advantage
Lewis, M. A. (2000) · International Journal of Operations & Production Management · doi:10.1108/01443570010332971 · Cited by 578
Rediscovering continuous improvement
Bessant, J., Caffyn, S., Gilbert, J., Harding, R., & Webb, S. (1994) · Technovation · doi:10.1016/0166-4972(94)90067-1 · Cited by 396
Relevance Regained: From Top-down Control to Bottom-up Empowerment
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The Japanese Automobile Industry: Technology and Management at Nissan and Toyota
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Continuous improvement: the ten essential criteria
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(2014) · The Lean Prescription · doi:10.1201/b17564-11 · Cited by 171
Cited by
Successful lean implementation: Organizational culture and soft lean practices
Bortolotti, T., Boscari, S., & Danese, P. (2015) · International Journal of Production Economics · doi:10.1016/j.ijpe.2014.10.013 · Cited by 678
Lean‐kaizen public service: an empirical approach in Spanish local governments
Suarez Barraza, M. F., Smith, T., & Mi Dahlgaard‐Park, S. (2009) · The TQM Journal · doi:10.1108/17542730910938146 · Cited by 138
Hooi, H. C., Ahmad, N. H., Amran, A., & Rahman, S. A. (2016) · Management Research Review · doi:10.1108/mrr-06-2015-0144 · Cited by 126
Do lean manufacturing practices have negative impact on job satisfaction?
Minh, K. S., Zailani, S., Iranmanesh, M., & Heidari, S. (2019) · International Journal of Lean Six Sigma · doi:10.1108/ijlss-11-2016-0072 · Cited by 77
Measuring Sustainability Within the Veterans Administration Mental Health System Redesign Initiative
Ford, J. H., Krahn, D., Wise, M., & Oliver, K. A. (2011) · Quality Management in Health Care · doi:10.1097/qmh.0b013e3182314b20 · Cited by 60
Metadata
- Authors
- Bateman, N.
- Venue
- International Journal of Operations & Production Management
- Publisher
- Emerald
- Published
- 2005-03-01
- Volume
- 25
- Issue
- 3
- Pages
- 261-276
- ISSN
- 0144-3577 (ISSN-L)
- OpenAlex
- W2140552600
- Cited by
- 265
- References
- 14
- FWCI
- 6.57
- Type
- journal article
- Language
- en
- Open access
- closed
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Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
