Sustainable development of improvement activities--the long-term operation of a suggestion scheme in a Swedish company

Abstract

Although the use of continuous improvement (CI) is widespread today, many organizations are faced with problems associated with both the implementation and long-term sustainability of their CI programmes. The purpose of this article is to identify factors important for the sustainable development of suggestion schemes. A case study has been performed in a company that was chosen because the suggestion scheme has been in existence for nine years with a activity level. The main method used is semi-structured interviews and the study of the long-term development has been complemented with previous research performed at the case study company. There seem to have been three periods in the development of the suggestion scheme. First, a period when the system was introduced by a champion (Initiation). Secondly, a period of decline in interest (Decline). Finally, a period of new interest when the suggestion scheme attracted new attention from employees (New Interest). A number of factors seem to in¯uence the sustainability of the suggestion scheme. (1) A champion initiated the suggestion scheme in 1993.(2) The system has been simple and easy to adjust to suit the interests of the stakeholders within the organization. Furthermore it was not too time consuming for anyone involved. (3) Commitment both from managers and shop-¯oor workers has been an important aspect of the sustainability of the system. (4) Also important was quick feedback to employees submitting suggestions.

Continuous Improvement Proposal Process and Operating Model

“…For example, Bateman & Rich (2003) discovered that organisational culture is the main obstacle for the implementation of continuous improvement. Also, Rapp & Eklund (2002) agree with the notion according to which the implementation of many suggestion systems and problem solving methods has been proven to be more challenging in Europe than in Japan.…”

“…Employees feel that they have an influence in their own work and working environment. Therefore, they actively think and invent better operating methods (Singh & Singh, 2009;Crail, 2006, Rapp & Eklund, 2002. Significant benefits which are achieved from the CI activity also include cost efficiency and the proposals that make work faster and easier (Jepson, 2010).…”

“…Rapp & Eklund (2002) represented operating models such as quality control circles, suggestion schemes and problem-solving activities. In addition, Rad (2006) suggested that quality management contains quality management systems, independent working groups and 5S activities.…”

Introduction au dossier thématique - Créativité, PME et entrepreneuriat : des zones d’ombre et de lumière

“…Un programme de management des idées est défini essentiellement comme un ensemble de mesures ayant pour but de faire appel à la créativité de tous les employés en les invitant à suggérer des changements concrets, réalisables, bénéfiques et pouvant toucher plusieurs aspects fonctionnels de l'organisation (Rapp et Eklund, 2002 ;Ekvall, 1995 ;Carrier, 1997et Thom, 1990. Une étude réalisée par Carrier (1998) sur le fonctionnement de ces programmes dans des firmes manufacturières québécoises a permis non seulement de mieux en comprendre le fonctionnement, mais aussi de comparer les résultats obtenus par les grandes entreprises à ceux des PME ; malgré le fait que les récompenses offertes aux idéateurs soient en général dix fois plus élevées dans les premières, les résultats qu'elles obtiennent ne sont pas supérieurs à ceux des PME.…”

Barreras y facilitadores para la implantación, evolución y sostenibilidad de la mejora continua en proveedores del sector del automóvil.

“…En este tipo de mejoras solo se obtienen resultados comparables a las mejoras de grupos si son excepcionalmente bien gestionados (Rapp and Eklund 2002).…”