Exploiting the concept of a
manufacturing system part IV
The innovative action learning organisation
John Parnaby
Business Process Systems Engineering Ltd, Solihull, UK and
Aston Academy of Life Sciences Ltd, Solihull, UK, and
Denis R. Towill
Logistic Systems Dynamics Group, Cardiff University, Cardiff, UK
Abstract
Purpose – The purpose of this paper is to describe in detail how “process knowledge worker” based
task forces can enable effective business process improvement (BPI). This successful methodology
involves innovation (I), action learning (AL), and extends throughout the organisation (O). The authors
show that the resultant IALO is a repeatable and transferable approach to sustainable business
performance enhancement; also that IALO adequately covers “Senge’s many faces” as identified by
Ortenblad and enables effective change built on “best practice” business process systems engineering.
Design/methodology/approach – IALO has evolved over a significant time span traceable back
to, and exploiting the “Concept of a Manufacturing System”. What is described in the paper is the
proven working format, best procedures, and evidence of effective change. It has been embedded in
appropriate systems epistemology and learning organisation literature to form a comprehensive
contribution to knowledge of practical business process improvement.
Findings – This IALO has proven transferability across a wide geographical and market sector. To
date the methodology has always had continuity via central engineering expertise available in an
advisory capacity (as frequently happens with Toyota Production Systems specialists). This
particular IALO has yet to be extensively tested outside such a scenario.
Research limitations/implications – The paper provides one proven evolutionary and experiential
route to actual implementation of an effective learning organisation capable of delivering substantially
improved core business process performance. It thus provides a comprehensive framework against
which future alternative approaches may be assessed.
Practical implications – Exploiting task force execution via IALO requires active (not passive)
support and resourcing at all levels in the enterprise. To ensure that adequate expertise in business
process systems engineering is available, smaller organisations can be grouped together in club-style
configurations.
Originality/value – It has been previously shown in JMTM how a conceptual flow model of a
business may be transposed into an integrated process methodology to engineer effective and
sustainable business change. What is novel herein is the further transition into an active and
effective IALO.
Keywords Learning organizations, Action learning, Process management, Business processes,
Innovation, Systems engineering
Paper type Case study
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-038X.htm
Dr Parnaby died suddenly on 5 January, 2011.
The IALO
733
Received 17 May 2011
Revised 18 October 2011
Accepted 9 December 2011
Journal of Manufacturing Technology
Management
Vol. 23 No. 6, 2012
pp. 733-752
q Emerald Group Publishing Limited
1741-038X
DOI 10.1108/17410381211253317