Implementation of continuous improvement cells: a case study from the civil infrastructure sector in the UK
通过对英国基础设施领域一家大型公共客户组织的案例研究，探讨了持续改进小组的实施特点、收益、挑战及其与其他管理策略的关联，为精益管理实践者提供参考。
The interest in lean management in the UK’s civil infrastructure sector is on the rise. In parallel with this interest, a team-based, participative management technique called Continuous Improvement (CI) cells has been widely adopted by the sector. The research on the technique has been scarce even though it has been adopted widely in some sectors as part of lean management. The study presented in the paper explores implementation characteristics, benefits, challenges and roles of CI cells in other management strategies through a case study conducted at a large public client organisation in the infrastructure sector in the UK. Both qualitative and quantitative data were collected through interviews, participant observation at CI cell meetings, and from organisational and team records. It was found that CI cells show some similarities and differences in application with other participative management techniques in lean management. A large set of CI cell benefits and challenges were identified. CI cells were also found linked with Visual Management, kaizen, hoshin kanri, work coordination and planning, and employee training at team level.