Frances Jørgensen

Jump‐starting continuous improvement through self‐assessment

The innumerable accounts of successful implementation of kaizen in Japan during more than 40 years has led to the expectation that continuous improvement (CI) might offer companies a means to gain and maintain a competitive advantage in the turbulent 1980s and 1990s. However, the majority of CI initiatives within the US and Europe died within a few years. While explanations as to why these efforts have not been successful can be found in the literature, methods for rejuvenating stagnant CI programs are still lacking. In this paper, experiences from a longitudinal action research project with a middle management group are presented to illustrate how a process of facilitated self‐assessment was used to identify and address barriers to CI implementation. Through this process, a better understanding of CI implementation issues was gained and CI implementation within the company revitalized.

CI Implementation: An Empirical Test of the CI Maturity Model

There are a number of tools available for organizations wishing to measure and subsequently develop Continuous Improvement (CI). In this article, we review and evaluate a well-accepted CI development model, namely the CI Maturity Model (Bessant and Caffyn, 1997), against data collected from the 2nd Continuous Improvement Network Survey and a number of empirical cases described in the literature. While the CI Maturity Model suggests that CI maturation ought to be a linear process, the findings in this article suggest that there are feasible alternatives for companies to develop CI capability.

Lean Maturity, Lean Sustainability

Although lean is rapidly growing in popularity, its implementation is far from problem free and companies may experience difficulties sustaining long term success. In this paper, it is suggested that sustainable lean requires attention to both performance improvement and capability development. A framework for describing levels of lean capability is presented, based on a brief review of the literature and experiences from 12 Danish companies currently implementing lean. Although still in its emerging phase, the framework contributes to both theory and practice by describing developmental stages that support lean capability development and consequently, lean sustainability.

Enhancing Innovation Capacity in SMEs Through Early Network Relationships

Networks can offer SMEs a number of advantages, especially in terms of providing greater opportunities for knowledge activities that support innovation, but there is little in the literature to suggest how firms develop their innovation capacity through network participation. In this paper, we present an in-depth longitudinal case study of a small entrepreneurial firm within the mobile-commerce industry. A principal finding from the study is that network relationships formed during the earliest stages of the firms life cycle played a critical role in developing the SMEs capacity for sustained innovation. Further, the study contributes to network theory by calling into question the weak and strong tie dichotomy, as relationships critical to the SMEs innovation capacity possessed characteristics of both types of ties. The paper also contributes to managerial practice by emphasizing the importance of establishing strong relationships in the earliest stages of network formation.

Human Resource Management for Continuous Improvement

This paper investigates the relationship between HRM practices and Continuous Improvement (CI) activities in order to gain an understanding of how the HRM function may be utilized to improve CI implementation success, and consequently, company performance. The paper begins with a brief review of the HRM and CI literature and then presents statistical analyses of data collected from the Continuous Improvement Network Survey (2003), which demonstrate that HRM has a significant effect on CI behaviour and company performance, with the strongest relationship between HRM, CI and performance occurring when companies align their CI activities with their strategic objectives and use systems, procedures and processes to measure the results of their CI activities.

Integrating the Development of Continuous Improvement and Innovation Capabilities into Engineering Education.

In this paper, a study is presented in which engineering students at a Danish university developed Continuous Improvement (CI) and innovation capabilities through action research and experiential learning methods. The paper begins with a brief overview of the literature on CI and innovation, followed by an account of how the students designed and implemented solutions to self-identified problems within their educational program using the principles of CI, and how these learning activities facilitated the development of basic innovation capabilities. The paper concludes with insights regarding how such an innovative design of teaching methods based on learning-by-doing may not only support the development of CI and innovation in engineering students, which is increasingly demanded by industry, but also represent a way in which to enhance sustainability and innovation of the education itself.

The relationship between organizational culture and quality techniques, and its impact on operational performance

Purpose – The purpose of this paper is to investigate if a firm’s organizational culture affects the set of quality techniques it uses, and if these quality techniques affect the relationship between organizational culture and operational performance. Design/methodology/approach – Based on data collected from 250 firms in Brazil and Denmark, structural equation modeling is used to investigate the relationship between organizational culture and the use of quality techniques, and its impact on operational performance. Four quality technique groups, four cultural profiles adopted from the Competing Values Framework and a set of operational performance indicators are used to operationalize the study. Findings – Culture does not appear to be an unequivocal predictor of the use of quality techniques. Furthermore, while most quality technique groups contribute indirectly to the total effect on operational performance in the developmental, group and hierarchical cultures, the performance effects are insignificant...

Development of a team‐based framework for conducting self‐assessment of continuous improvement

The study presented in this article is based on two basic premises. First, successful continuous improvement (CI) is dependent on shop floor level involvement and participation in improvement efforts. Second, the term “self‐assessment” clearly implies that those whose performance is being measured, and who are involved in conducting the assessment process. Excerpts from longitudinal case studies in a single Danish manufacturing organization demonstrate how teams involved in the process of conducting self‐assessment of CI developed a better understanding of the basic principles of CI. Furthermore, the study shows how these principles relate to the teams’ own work processes, and a deeper understanding of their organizations strategy and objectives.

The role of CI and learning in an organisational change process: experiences from a longitudinal study of organisational change

Describes a longitudinal single‐case study in which continuous improvement (CI) was implemented during a radical organisational change process. In this case, numerous organisation factors greatly hindered the full integration of certain planned radical changes. In an effort to circumvent these situational barriers, CI, with an emphasis on imbedded learning, was introduced through an action research methodology in the context of an experimental learning lab (“experimentarium”). Contrary to prevailing theory that suggests that CI serves primarily to support and supplement existing radical changes, experiences from this study suggest that CI may be instrumental in facilitating the completion of the change cycle initiated by planned radical changes. Starts with a brief review of related theory, along with a discussion of the differences between radical and incremental changes. Followed by presentation of the case study methodology, two phases of the change process and finally discussion of the findings.

Innovation and Network Collaboration: An HRM Perspective

Research suggests that small and medium-sized enterprises (SMEs) can benefit from network collaboration by enhancing opportunities for innovation. Managing the necessary collaboration to benefit from network participation may however be particularly challenging for SMEs due to their size and their inherent shortage of resources. In this paper, we propose that human resource management (HRM) practices may provide a means by which SMEs can increase their innovation capacity through network collaboration. Following a brief presentation of the relevant literature on networks, and innovation in networks in particular, and HRM, we analyse and evaluate the potential applicability of existing models for supporting innovation in SMEs participating in networks. Finally, we propose several lines of inquiry arising from our analysis that provide directions for future research.