Changing competitive forces in Europe continuous improvement in a sample of French, German and British companies
For a company seeking to implement a continuous improvement (CI) strategy, research has pointed to two pertinent policy suggestions. First, it is possible to take the essence of a CI philosophy (i.e. one where the emphasis is on creating an improvement-based learning culture in the company) and appl...
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| Veröffentlicht in: | European business review 1995-01, Vol.95 (4), p.3-9 |
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| creator | Augsdorfer, Peter Harding, Rebecca |
| description | For a company seeking to implement a continuous improvement (CI)
strategy, research has pointed to two pertinent policy suggestions.
First, it is possible to take the essence of a CI philosophy (i.e. one
where the emphasis is on creating an improvement-based learning culture
in the company) and apply it in any environment, however underdeveloped
in terms of the tools of quality management it may be. But the key to
success lies in the second factor for success. It is suggested that in
order for a CI programme to be sustainable it has to be viewed as long
term and company wide. The tools and infrastructure of quality
management have to be supported by strategy, culture and process in a
way that allows the organization to learn and, hence, improve itself. |
| doi_str_mv | 10.1108/09555349510085209 |
| format | Article |
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strategy, research has pointed to two pertinent policy suggestions.
First, it is possible to take the essence of a CI philosophy (i.e. one
where the emphasis is on creating an improvement-based learning culture
in the company) and apply it in any environment, however underdeveloped
in terms of the tools of quality management it may be. But the key to
success lies in the second factor for success. It is suggested that in
order for a CI programme to be sustainable it has to be viewed as long
term and company wide. The tools and infrastructure of quality
management have to be supported by strategy, culture and process in a
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First, it is possible to take the essence of a CI philosophy (i.e. one
where the emphasis is on creating an improvement-based learning culture
in the company) and apply it in any environment, however underdeveloped
in terms of the tools of quality management it may be. But the key to
success lies in the second factor for success. It is suggested that in
order for a CI programme to be sustainable it has to be viewed as long
term and company wide. The tools and infrastructure of quality
management have to be supported by strategy, culture and process in a
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strategy, research has pointed to two pertinent policy suggestions.
First, it is possible to take the essence of a CI philosophy (i.e. one
where the emphasis is on creating an improvement-based learning culture
in the company) and apply it in any environment, however underdeveloped
in terms of the tools of quality management it may be. But the key to
success lies in the second factor for success. It is suggested that in
order for a CI programme to be sustainable it has to be viewed as long
term and company wide. The tools and infrastructure of quality
management have to be supported by strategy, culture and process in a
way that allows the organization to learn and, hence, improve itself.</abstract><cop>Bradford, England</cop><pub>MCB UP Ltd</pub><doi>10.1108/09555349510085209</doi><tpages>7</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0955-534X |
| ispartof | European business review, 1995-01, Vol.95 (4), p.3-9 |
| issn | 0955-534X 1758-7107 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_35278961 |
| source | Emerald A-Z Current Journals; Periodicals Index Online |
| subjects | Benchmarks Best practice Comparative analysis Competition Competitive advantage Costs Factories Innovations Long term planning Manufacturing Quality management Questionnaires Studies Total quality |
| title | Changing competitive forces in Europe continuous improvement in a sample of French, German and British companies |
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