Over the last several decades, Continuous Improvement (CI) type initiatives have been implemented in companies across the United States to improve quality, reduce process variation, eliminate waste and ultimately reduce costs. Approximately five years ago, one particular Fortune 500 company implemented CI in its manufacturing facilities. A key driver in the success and long term sustainability of CI at this company is believed to be Total Employee Involvement (TEI). The CI team does not currently have a best way to put TEI into practice in its manufacturing facilities.
The purpose of the study is to investigate how TEI is best implemented and advanced at the manufacturing facilities of one specific Fortune 500 company. This grounded theory study proposes a continuum that defines TEI. Common practices that advance TEI are highlighted. Characteristics that support TEI implementation are discussed
University of Minnesota Ph.D. dissertation. March 2012. Major: Work and Human Resource Education. Advisors: Dr. James Brown and Dr. Frances Lawrenz. 1 computer file (PDF); ix, 198 pages, appendices A-F.
Carlson, Kathy Lynn.
Implementation of total employee involvement as part of a Continuous improvement program at a Fortune 500 company..
Retrieved from the University of Minnesota Digital Conservancy,
Content distributed via the University of Minnesota's Digital Conservancy may be subject to additional license and use restrictions applied by the depositor.