CIP

A German study from the ifaa-trendbarometer shows that approximately 80 % of the interviewed experts assign the “Continuous Improvement Process” (CIP) a high or very high priority for the success in the “shop floor” [1]. The sustainable implementation of the CIP into an existing production system and the continuous use of CIP in daily business are associated with multifarious problems. This presents a major challenge for many companies in their operational production management. The following case study introduces a planning model, which considers the usual practical problems and helps for an appropriate approach in three phases to the CIP.

The human engineering and business-oriented literature delivers since the 60s of the last century a lot of examples how to involve employees in change processes. A consistent methodology is certainly missing. Eminently in small and medium-sized businesses existing approaches are not used for daily tasks. To reach a systematic and successful participation of employees in change processes it is necessary to have an approach which analyzes the relevant surrounding system and also uses and develops the competences, experiences and attitudes of all participants (both staff and executives).