Implementing an industrial continuous improvement system: a knowledge management case study

doi:10.1108/02635570010349113

Login

Welcome:
Guest

Search for:

Browse:

Resources:

Our site has recently been upgraded & the page you requested has moved, so we have redirected you to the new location. Please amend your bookmarks.

Industrial Management & Data Systems

ISSN: 0263-5577

Online from: 1970

Subject Area: Information and Knowledge Management

Content: Latest Issue | Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Implementing an industrial continuous improvement system: a knowledge management case study

Document Information:
Title:	Implementing an industrial continuous improvement system: a knowledge management case study
Author(s):	Alan J. Beckett, (Cranfield University, Cranfield, Bedfordshire, UK), Charles E.R. Wainwright, (Cranfield University, Cranfield, Bedfordshire, UK), David Bance, (Domino UK Ltd, Cambridge, UK)
Citation:	Alan J. Beckett, Charles E.R. Wainwright, David Bance, (2000) "Implementing an industrial continuous improvement system: a knowledge management case study", Industrial Management & Data Systems, Vol. 100 Iss: 7, pp.330 - 338
Keywords:	Continuous improvement, Knowledge management, Quality
Article type:	Case study
DOI:	10.1108/02635570010349113 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	Describes the practical application, in an industrial setting, of an information system designed to support continuous improvements. This system, based on a quality monitoring system, differs from conventional application in that it seeks to support both quality conformance and continuous improvements to design and research activities. Such activities traditionally fall outside the quality management function, but are encompassed within knowledge management goals and techniques, which are used in this research to construct a system framework. The integration of information into functional areas previously unlinked to manufacturing issues is illustrated as the major obstacle which had to be overcome. The implications for management practices are subsequently described. Concludes that knowledge management principles can support a wider application of continuous improvement to obtain benefits for the organisation, by providing higher quality information, and increasing the levels of organisational expertise which can be applied to it.