PurposeSeeks to detail key issues, raised by a specialist training organisation, concerning the implementation of Six Sigma within manufacturing.Design/methodology/approachDescribes the benefits that can be gained from implementing a Six Sigma programme, with some manufacturing examples, but also highlights a number of the “when and how” factors that must be addressed if any Six Sigma implementation is to deliver the expected gains.FindingsThe potential benefits of Six Sigma are well proven. But the methodology is no “quick fix” and many companies, as examples show, might find that they are just not ready to introduce the methodology without first undertaking some extensive ground work. Even if companies are “ready”, a successful programme relies on considerable management input and support.Originality/valueBrings to the attention of managers some of the key Six Sigma implementation issues gained from considerable experience in working with both large and small European manufacturers.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to examine the introduction of Kanban production control, at a UK-based electronic product-manufacturing operation. Design/methodology/approach -The paper covers key implementation issues, including cultural factors, the reasons behind the adoption of an electronic Kanban system, and explains in detail the working and benefits gained from the changes introduced. Findings -Learning lessons from its previous lean implementation experiences, the company's adoption of Kanban was phased, and the final stage of gradually building up the parts under the control of the electronic Kanban was combined with broad involvement, widespread training and the addressing of cultural issues. This "pull" system has delivered the expected dramatic reductions in lead times and inventory but, having used Kanban to gain increased internal stability, the company is now planning to extend the system externally. Interestingly, to make this work, it will require the replacement of Kanban control in some internal areas of the plant with push control in the form of direct replenishment. Originality/value -The paper clearly shows how effective the progressive introduction of aspects of lean can be in terms of delivering long-term business benefits. It also confirms the importance of recognizing that even well organized businesses are liable to suffer pain when implementing lean. It is critically important not to blame the new system, but to find the real causes, and this requires understanding and training. Finally, in addition to explaining how the plant's new system operates, and observing some of the finer details of the electronic Kanban system, the paper looks at the interesting planned steps in the system's "evolution".
PurposeAims to detail the ongoing implementation of lean manufacturing at a UK‐based electronic product‐manufacturing operation.Design/methodology/approachDescribes how and why a manufacturing operation, which had already seen major improvements that had made it a highly regarded plant, is adopting lean manufacturing as part of a manufacturing survival strategy. It also looks at some of the main Lean projects undertaken, the major benefits gained and the key lesson learned.FindingsWhile the operation's highly effective continuous improvement programme had delivered a major culture change along with significant OEE and quality improvements, the introduction of lean manufacturing highlighted that this had been achieved at the cost of creating a number of “islands of excellence”; resulting in high levels of WIP and long lead times. The implementation of lean manufacturing is now enabling this electronic products manufacturer to build on its excellent foundation of continuous improvement, and start the process of moving away from batch and queue to creating flow through the whole plant; reducing WIP and lead time, and improving productivity, without compromising previous gains.Originality/valueBrings to the attention of managers how it often takes the wider focus offered by lean manufacturing to discover the hidden waste that can reside even in operations that appear to be very effective. Confirms the importance of moving from a batch and queue mentality to process flow, and the productivity benefits that can be gained, but also highlights that even well‐organised businesses are liable to suffer pain when implementing lean, especially with respect to introducing flow and eliminating WIP, which has to be worked through.
Many companies still do not innovate to match customers′ needs. Suggests that to achieve competitive advantage a product innovation matrix should be developed to help marketing and technology staff to think in terms of innovation for the customer. Risks need to be managed from the beginning by identifying them, assessing their likelihood and possible impact, and preparing an overall action plan to deal with them. Suggests several prerequisites to make innovation safer and faster. Outlines various tools and techniques which have been used by other companies for effective innovation. Also gives various examples of the trends towards R&D outsourcing.
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