Continuous improvement through innovative information management

Benny Tjahjono, Richard M. Greenough

Research output: Chapter in Book/Report/Conference proceedingConference proceedingpeer-review

Abstract

Innovation remains central to competitiveness. Most manufacturers, regardless the products, share a common set of challenges: improving quality, reducing wastes and optimising productivity; and at the same time striving to be more responsive to the customers’ demand. For those reasons, manufacturers tend to rely upon accurate, timely provision and management of information to support particularly manual, operative tasks. The paper describes some insights from a study of the development and implementation of information systems to support continuous improvement initiatives at two global manufacturers in the UK. The study has revealed typical problems associated with managing abundant information and suggests an innovative method of addressing the problems. The method ensures the provision of task-related information that is accurate and concise, delivered only when and wherever needed, and is adapted to the users’ levels of skill. The benefits of the proposed method include improved accuracy of information, time/cost reduction and increased efficiency.
Original languageEnglish
Title of host publicationPOM 2005 : 16th Annual Conference Proceedings of POMS
Subtitle of host publication"OM frontiers: winds of change"
Place of PublicationChicago
PublisherPOMS, 2005
Number of pages23
Publication statusPublished - 29 Apr 2005
Externally publishedYes
EventSixteenth Annual Conference of POMS - Chicago, United States
Duration: 29 Apr 20052 May 2005
Conference number: 16
https://www.pomsmeetings.org/ConfProceedings/003/pom_2005FinalProgram.pdf

Conference

ConferenceSixteenth Annual Conference of POMS
Abbreviated title"OM Frontiers: Winds of Change"
CountryUnited States
CityChicago
Period29/04/052/05/05
Internet address

Fingerprint Dive into the research topics of 'Continuous improvement through innovative information management'. Together they form a unique fingerprint.

Cite this