Authors: M. Hessenberger, H. Schneider, J. Kuhn
Addresses: Centre SLP - B 104, Mercedes-Benz plc/Sindelfingen plant, 71059 Sindelfingen, Germany. Faculty of Business Studies and Economics, Technical University Ilmenau, P.O. Box 565, 98684 Ilmenau, Germany. Centre VT/VCC - G 104, Mercedes-Benz plc/Sindelfingen Plant, 71059 Sindelfingen, Germany
Abstract: Continuous-improvement processes (CIP) are fostering the capability of companies. Capability itself is determined by three elements: climate, competence and capacity and each of these is measurable by indicators. Such improvement in capability is the central goal for CIP. The CIP approach of Mercedes-Benz’s Sindelfingen Plant is dedicated to achieving a substantial logistics improvement in the first phases of a CIP project. During these phases positive improvements for time and costs have been realised. Moving further ahead requires other elements (e.g. human-orientated ones) to be involved. Thus sustainable kaizen success levels are built up. They are helping to attain a better position in different markets than other competitors.
Keywords: capability; lead time; kaizen success level; 5S movement; 4M scheme; continuous improvement.
International Journal of Technology Management, 1997 Vol.14 No.1, pp.29-38
Published online: 17 Aug 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article