| Title |
Exploiting the concept of a manufacturing system part IV The innovative action learning organisation |
| ID_Doc |
71082 |
| Authors |
Parnaby, J; Towill, DR |
| Title |
Exploiting the concept of a manufacturing system part IV The innovative action learning organisation |
| Year |
2012 |
| Published |
Journal Of Manufacturing Technology Management, 23.0, 6 |
| DOI |
10.1108/17410381211253317 |
| 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. |
| Author Keywords |
Learning organizations; Action learning; Process management; Business processes; Innovation; Systems engineering |
| Index Keywords |
Index Keywords |
| Document Type |
Other |
| Open Access |
Open Access |
| Source |
Emerging Sources Citation Index (ESCI) |
| EID |
WOS:000213498300003 |
| WoS Category |
Engineering, Industrial; Engineering, Manufacturing; Management |
| Research Area |
Engineering; Business & Economics |
| PDF |
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