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Article
Publication date: 13 March 2017

Inger Gamme, Eva Amdahl Seim, Eirin Lodgaard and Bjørn Andersen

Many leisure boat manufacturers have thrived on designing and building highly customized boats based on longstanding traditions of craftsmanship. To achieve efficient value…

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Abstract

Purpose

Many leisure boat manufacturers have thrived on designing and building highly customized boats based on longstanding traditions of craftsmanship. To achieve efficient value chains, it is not enough to optimize each process step, but also important to achieve a smooth flow through the dependencies between each process steps. The purpose of this paper is to focus on assessing enablers and disablers for operational integration in a craft-oriented small enterprise.

Design/methodology/approach

One case company has been studied, to identify enablers and disablers for operational integration in the value chain. The research methodology is based on semi-structured interviews with selected persons from different levels within the company.

Findings

The results indicate the importance of management promotion and support of integration and a strong relationship between foremen and operators. Furthermore, to avoid functional myopias, mechanisms to encourage horizontal integration could be useful. Small company and informal culture make integration easier. However, to further establish a common standardized platform, could be necessary. Even small physical barriers in the layout were experienced to affect the integration negatively.

Research limitations/implications

This has been an exploratory study of one single craft-oriented enterprise; hence it is difficult to generalize.

Practical implications

Based on empirical findings from the case study, recommendations on how to achieve better operational integration will be presented.

Originality/value

The research initiative provides knowledge experience of operational integration from a case study in one company within craft and artisan sector in Norway.

Details

The TQM Journal, vol. 29 no. 2
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 10 June 2014

Inger Gamme and Silje H. Aschehoug

The purpose of this paper is to establish a major project to create new insights on lean in the specific Norwegian context and further build on international research. Lean is…

1251

Abstract

Purpose

The purpose of this paper is to establish a major project to create new insights on lean in the specific Norwegian context and further build on international research. Lean is relevant for the manufacturing industry, service, finance, healthcare and public sectors in Norway. There are, however, still many research questions to be raised.

Design/methodology/approach

Two case companies have been studied, to identify what these companies have experienced as important enablers and disablers in their lean implementation process. The following research questions will be addressed: In what way(s) does lean contribute to greater operational integration? In what way(s) does lean hinder operational integration? The research methodology is based on semistructured interviews with selected persons from different levels within the companies.

Findings

From this study, several common contributing factors have been found: the importance of commitment and presence on the part of management, use of visualization tools for information exchange, formal meeting arenas and cross-functional work. Furthermore, the companies perceived the following as hindrances to achieving operational integration: insufficient involvement in implementation and design of tools, lack of commitment within the management, lack of customer focus, working in functional silos, lack of dissemination within the company and distance.

Practical implications

Based on empirical findings from initial mapping of each company’s experiences with operational integration after a lean implementation process, recommendations on how to achieve better operational integration will be presented.

Originality/value

The research initiative provides knowledge experience from lean implementation processes in two different Norwegian case companies within different sectors.

Details

International Journal of Quality and Service Sciences, vol. 6 no. 2/3
Type: Research Article
ISSN: 1756-669X

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