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Companies today operate in a difficult and dynamic environment which is highly competitive. They must seek to continuously improve to ensure that they can meet their customers ever increasing demands on cost, quality, delivery and responsiveness. One of the prevalent improvement initiatives of the last 5 years has been the implementation and the drive to become Lean by removing waste from processes to perform as efficiently as possible. This dissertation will review and discuss the contextual issues around the implementation of Lean along with a review of the standard tools and techniques. It will look at the Rolls-Royce approach to Lean implementation and education and consider whether the current methods are effective. It will review the potential behavioural issues, the impact of change and the critical success factors that can influence the pace of change and the sustainment of the improvements. The dissertation will focus on a Rolls-Royce manufacturing project to highlight some of these contextual issues but will also discuss two other companies approach to Lean to identify areas for improvement in the Rolls-Royce process. The outcome of this dissertation will be to identify the challenges faced when implementing Lean and how these could be overcome, identifying the key contributors to successful implementation. The research findings revealed that the tools for implementing Lean are effective if used in an organisation that has the foundations for Lean embedded. There are a number of behavioural and cultural factors that can cause resistance to Lean which need to be carefully addressed and can take a number of years to overcome. The time required to implement Lean should not be underestimated and it is important that an organisations management team understand and support this.
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    • 3.7 Limitations of Research ______________________________________30 4.1 Rolls-Royce _______________________________________________31 4.1.1 Organisation Overview __________________________________________ 31 4.1.2 Continuous Improvement Approach________________________________ 31 4.1.3 Lean and Six Sigma ____________________________________________ 37 4.1.4 Organisation Structure __________________________________________ 38 4.1.5 Lean Implementation ___________________________________________ 39 4.1.6 Rolls-Royce Summary __________________________________________ 43 6.2.1 Organisation Structure__________________________________________ 67 6.2.2 Use of Shop Floor personnel to deliver full time improvements __________ 68 6.2.3 Focus on the Enablers __________________________________________ 68 6.2.4 IJTPE as Support Framework _____________________________________ 68 6.2.5 Comprehensive Leadership Training Programme______________________ 69 6.3 Recommendations for Further Research _________________________69 Bibliography and References _______________________________________70 2. Bhasin, S. & Burcher, P. (2006). „Lean viewed as a philosophy‟. Journal of Manufacturing Technology Management, Vol. 17, No. 1, pp. 56-72.
    • 3. Bhuiyan, N., Baghel, A. & Wilson, J. (2006). „A Sustainable Continuous Improvement Methodology at an Aerospace Company‟. International Journal of Productivity and Performance Management, Vol. 55, No. 8.
    • 4. Boston Consulting Group. (2008). Getting more from Lean, Seven Success Factors. Media Center, Press Releases. Accessed 19th February 2011: http://www.bcg.com/documents/file15326.pdf.
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