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Building a “lean” knowledge base New level of skills training for Nestlé UK’s factory line managers bring significant rewards

Building a “lean” knowledge base New level of skills training for Nestlé UK’s factory line... Few can doubt the complexity of achieving a true “lean” manufacturing operation. While a growing number of UK plants now seem capable of achieving a significant step forward in manufacturing performance, through the introduction of major process and “culture” improvements, actually building on this initial advance – or even sustaining it – still tends to prove elusive. In fact, it is likely that most UK operations still do not have all the key elements in place to create an environment where continuous improvement becomes a fully established and ongoing process, rather than a sporadic event. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Direction Emerald Publishing

Building a “lean” knowledge base New level of skills training for Nestlé UK’s factory line managers bring significant rewards

Strategic Direction , Volume 20 (4): 3 – Apr 1, 2004
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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0258-0543
DOI
10.1108/02580540410527511
Publisher site
See Article on Publisher Site

Abstract

Few can doubt the complexity of achieving a true “lean” manufacturing operation. While a growing number of UK plants now seem capable of achieving a significant step forward in manufacturing performance, through the introduction of major process and “culture” improvements, actually building on this initial advance – or even sustaining it – still tends to prove elusive. In fact, it is likely that most UK operations still do not have all the key elements in place to create an environment where continuous improvement becomes a fully established and ongoing process, rather than a sporadic event.

Journal

Strategic Direction – Emerald Publishing

Published: Apr 1, 2004

Keywords: Lean production; Kaizen; Training; Management development; Corporate culture; Knowledge workers

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