Exploiting the concept of a manufacturing system part III: Practice and industrial impact of the managing-by-projects engineering change methodology

Purpose – The purpose of this paper is to investigate how the original concept of a manufacturing system has effectively influenced business process improvement (BPI) programmes in manufacturing industry. Part I laid the requisite groundwork relating to chemical engineering, and Part II covered the concept of a manufacturing system, its evolution into the managing-by-projects (MBP) methodology, and the application to the extended enterprise. In this Part III paper, usage of MBP in individual businesses is described. Hence, the concentration herein on cellular operations and the “natural grouping” task force genre. Design/methodology/approach – The series of papers is based on case study outputs from a large number of European and international businesses. Benchmarking of total business performance is shown to be a driver of change. Via the systems approach, the paper shows how a set of interlinking BPI programmes are planned and executed to enable comprehensive improvements in business performance. Findings – In order to be effective, change management needs to be embedded within a highly active industrial learning organisation. This must substantially involve everyone from chief executive officer right through to the shop floor. In MBP, a Change Programme Office headed by a senior manager provides adequate training facilities and industrial engineering support as needed. Project execution is undertaken by an internal task force including appropriate “coal face” players. They are responsible for diagnosis, synthesis, planning and executing substantial process improvements under the direction of a committed project leader. Research limitations/implications – Extensive experience suggests that taking education and training very seriously are essential pre-requisites for enabling substantial regression-free change. The key finding is the importance of generating internal experience and competence. Learning has to belong to the organisation. Practical implications – This original concept of a manufacturing system has now evolved after some 30 years into the comprehensive MBP methodology. Proven routes to implementing MBP have been established. Furthermore, a vast quantity of supporting open learning and case study material is now available. However, new users need to rapidly adapt and extend it via internal and external benchmarking of best practice. Setting up an effective user-friendly facility is a top priority. Originality/value – The originality lies in the concept of a manufacturing system. But the innovation manifests itself in the successful transformation into the MBP methodology