Changing to a lean organisation: the case of a chemicals company

Zoe Radnor

International Journal of Manufacturing Technology and Management, 2000, vol. 1, issue 4/5, 444-454

Abstract: This paper will describe the development of an analytical tool - the Manufacturing Business Strategic Framework - which highlights how many of the recent manufacturing techniques are interrelated due to their aim of achieving "better management or utilisation of the organisation resources". The proposed framework is then applied to a large UK Chemical Company which has embraced many changes and innovations throughout the last six years in order to succeed. From a position of survival in 1990 the company first drove culture changes in peoples behaviour from the top, before restructuring the organisation which led to outstanding results in 1995. The paper will outline the process of change and, evaluate it both in terms of the effect and the future "health" of the organisation.

Keywords: case study; chemicals industry; corporate anorexia; lean organisation; manufacturing; process of change; qualitative research; strategy. (search for similar items in EconPapers)
Date: 2000
References: Add references at CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
http://www.inderscience.com/link.php?id=1356 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmtma:v:1:y:2000:i:4/5:p:444-454

Access Statistics for this article

More articles in International Journal of Manufacturing Technology and Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().