Continuous improvement and the mini-company concept

Research output: Contribution to journalArticleAcademicpeer-review

26 Citations (Scopus)

Abstract

The key issue of continuous improvement (CI) seems to be the problem of combining extensive employee involvement with market orientation and continuation of CI. In this article we review some existing organisational designs for CI on these three essential characteristics of CI. As an alternative to the shortcomings of current organisational designs for CI we present the mini-company concept, related to the sociotechnical concept of the self-managing team. The mini-company concept incorporates the three key issues: it has a self-propelling capacity for CI, involving everyone on the shop floor. A constant and market-oriented source for improvement is found in the clients and suppliers of the mini-company. Results of an in-depth case-study are presented, showing some strong effects of the mini-company concept.
Original languageEnglish
Pages (from-to)1188-1202
Number of pages15
JournalInternational journal of operations & production management
Volume19
Issue number12
DOIs
Publication statusPublished - 1999

Fingerprint

Industry
Personnel
Continuous improvement
Organizational design
Market orientation
Self-managing teams
Shopfloor
Suppliers
Employee involvement

Keywords

  • Organizational design
  • Teamwork
  • Kaizen
  • Continuous improvement
  • Case Studies

Cite this

@article{327342f7bd624761a6635d74ad058734,
title = "Continuous improvement and the mini-company concept",
abstract = "The key issue of continuous improvement (CI) seems to be the problem of combining extensive employee involvement with market orientation and continuation of CI. In this article we review some existing organisational designs for CI on these three essential characteristics of CI. As an alternative to the shortcomings of current organisational designs for CI we present the mini-company concept, related to the sociotechnical concept of the self-managing team. The mini-company concept incorporates the three key issues: it has a self-propelling capacity for CI, involving everyone on the shop floor. A constant and market-oriented source for improvement is found in the clients and suppliers of the mini-company. Results of an in-depth case-study are presented, showing some strong effects of the mini-company concept.",
keywords = "Organizational design, Teamwork, Kaizen, Continuous improvement, Case Studies",
author = "{de Leede}, Jan and Looise, {Jan Kees}",
year = "1999",
doi = "10.1108/01443579910291087",
language = "English",
volume = "19",
pages = "1188--1202",
journal = "International journal of operations & production management",
issn = "0144-3577",
publisher = "Emerald Group Publishing Ltd.",
number = "12",

}

Continuous improvement and the mini-company concept. / de Leede, Jan; Looise, Jan Kees.

In: International journal of operations & production management, Vol. 19, No. 12, 1999, p. 1188-1202.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Continuous improvement and the mini-company concept

AU - de Leede, Jan

AU - Looise, Jan Kees

PY - 1999

Y1 - 1999

N2 - The key issue of continuous improvement (CI) seems to be the problem of combining extensive employee involvement with market orientation and continuation of CI. In this article we review some existing organisational designs for CI on these three essential characteristics of CI. As an alternative to the shortcomings of current organisational designs for CI we present the mini-company concept, related to the sociotechnical concept of the self-managing team. The mini-company concept incorporates the three key issues: it has a self-propelling capacity for CI, involving everyone on the shop floor. A constant and market-oriented source for improvement is found in the clients and suppliers of the mini-company. Results of an in-depth case-study are presented, showing some strong effects of the mini-company concept.

AB - The key issue of continuous improvement (CI) seems to be the problem of combining extensive employee involvement with market orientation and continuation of CI. In this article we review some existing organisational designs for CI on these three essential characteristics of CI. As an alternative to the shortcomings of current organisational designs for CI we present the mini-company concept, related to the sociotechnical concept of the self-managing team. The mini-company concept incorporates the three key issues: it has a self-propelling capacity for CI, involving everyone on the shop floor. A constant and market-oriented source for improvement is found in the clients and suppliers of the mini-company. Results of an in-depth case-study are presented, showing some strong effects of the mini-company concept.

KW - Organizational design

KW - Teamwork

KW - Kaizen

KW - Continuous improvement

KW - Case Studies

U2 - 10.1108/01443579910291087

DO - 10.1108/01443579910291087

M3 - Article

VL - 19

SP - 1188

EP - 1202

JO - International journal of operations & production management

JF - International journal of operations & production management

SN - 0144-3577

IS - 12

ER -