The Implementation of Continuous Improvement (CI) Methodology: A Case Study of Al-Sindian Paper Mills

The Implementation of Continuous Improvement (CI) Methodology: A Case Study of Al-Sindian Paper Mills

Salaheldin Ismail Salaheldin (College of Commerce, Helwan University, Cairo, Egypt), Hesham Fawzy Abbas (Grand Cairo Bakeries Company, Giza, Egypt) and Mohamed Abdelghaffar Seif (Al-Sindian Paper Mills-6th of October City, Giza, Egypt)
Copyright: © 2015 |Pages: 24
DOI: 10.4018/IJOM.2015100101
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This study aims to identify the expected benefits of continuous improvement (CI) implementation, to determine the critical success factors that contribute to CI implementation and to detect the expected problems that impede the implementation of CI programmes at Al-Sindian Paper Mills. The data analysed in this article was collected from a mail questionnaire sent to all staff who worked on a CI (Six Sigma) project at Al-Sindian Paper Mills. The findings of this study indicate that specialised training is necessary for master black and green belts, implementation of the CI requires a quality assurance and also CI approach is not only concerned with selecting a method and forming teams, but extends to covering the enhancement of improvement skills for operators. Finally avenues for future research were provided.
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Literature Review

This section will examine previous literature on the CI concept. CI methodology began during the nineteenth century as part of the Industrial Revolution in Europe, where management set incentive systems in place to encourage employees to drive improvements. Management later started to use scientific methods to analyse and solve production problems, and to set operational standards (Bhuiyan & Baghel, 2005).

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