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

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  • Zoe Radnor

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.

Suggested Citation

  • Zoe Radnor, 2000. "Changing to a lean organisation: the case of a chemicals company," International Journal of Manufacturing Technology and Management, Inderscience Enterprises Ltd, vol. 1(4/5), pages 444-454.
    • Handle: RePEc:ids:ijmtma:v:1:y:2000:i:4/5:p:444-454
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    Cited by:

    1. Abdulmalek, Fawaz A. & Rajgopal, Jayant, 2007. "Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study," International Journal of Production Economics, Elsevier, vol. 107(1), pages 223-236, May.

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