Improvement on delay dependent absolute stability of Lurie control systems with multiple time delays

Absolute stability of Lurie control systems with multiple time-delays is studied in this paper. By using extended Lyapunov functionals, we avoid the use of the stability assumption on the main operator and derive improved stability criteria, which are strictly less conservative than the criteria in [2,3].

A learning laboratory approach for business improvement : the case of discontinuous innovation

This paper considers the current situation within Australian manufacturing SMEs and their approaches to innovation and international competitive advantage. Using the viewpoint and language of complexity theory, we consider the variety of possibilities available to SMEs in this area. We then consider a particular international project on Discontinuous Innovation, how this has been deployed in Europe and Australia and the knowledge gained from our interactions with Australian SMEs to date around this project. Finally we consider the general development of a “Learning Laboratory” approach to working with SMEs and the differences required to make such approach successful in Europe and in different settings in Australia.

From continuous improvement to collaborative innovation : the next challenge in supply chain management

This paper considers the growing importance of inter-company collaboration, and develops the concept of intra-company continuous improvement through to what may be termed collaborative innovation between members of an extended manufacturing enterprise (EME). The importance of ICTs to such company networks is considered but research has shown that no amount of technology can overcome a lack of trust and ineffective goal setting between key partners involved in the cross-company projects. Different governance models may also impact on the success or otherwise of the network. This paper provides an overview of the main topics considered in this Special Issue

Collaborative improvement : interplay but not a game

Collaboration literally means working together. Collaborative improvement is an extension of continuous improvement and can be defined as a purposeful inter-company interactive process that focuses on continuous incremental innovation aimed at enhancing the collaboration’s overall performance. Developing collaborative improvement is a protracted and difficult process. Previous research has identified a number of factors affecting that process and suggested that it is not so much the individual factors, but rather their interplay that determines the successful development of collaborative improvement. This article reports research aimed at developing a deeper understanding of that interplay. Ten relationships between ten factors are presented and discussed. It appears that vision, approach, trust and commercial reality are the strongest factors. These factors are, however, influenced by, or affect the other factors, notably national culture, partner characteristics and competences, the use of power, individual behaviour and commitment. The way this interplay develops varies from case to case and has great influence on the development of collaborative improvement.

Strategy and continuous improvement in small-to-medium Australian manufacturers

While Australian firms have generally recognised the value of continuous improvement (CI) in improving performance, many have yet to develop systems to ensure that the efforts of the CI program are focussed on issues of strategic importance to the company. In fact, as recognised in operations management generally, CI activities can have a significant impact on the development of strategy as well as its implementation. The research reported here uses a CI mapping methodology to chart the relationship between CI and strategy in small- to medium-sized manufacturers. Analysis of the link between the firms’ strategies and CI programs indicates that most firms involved in the study made little attempt to link the two and some appear to be unaware of any need to do so. However, such findings seem to be dependent on company size, the maturity of the CI program and the competitive position of the firm. The paper also includes an examination of the role of operations and shopfloor CI in company strategy, particularly as related to SMEs.

From continuous improvement to organisational learning : developmental theory

As a learning theory, the continuous improvement (CI) discourse has benefited countless manufacturing enterprises to improve and adapt their methods of production. As one of the pillars of total quality management, it has generally included a range of dynamic concepts from high involvement teamwork and production enablers, to other social and technical capabilities such as innovation techniques. Such methodologies have been promoted in the literature as potential manifestos that can transform existing capabilities from simple representations of capability, to dynamically integrated ones (often labelled “full CI capacity”). The latter term in particular deserves more attention in the literature. Since CI techniques cannot be separated from organisational learning methodologies, it follows that CI methods should underpin holistic learning. This paper explores whether CI methodologies have advanced far enough to be considered as integrated and holistic in their own right. If not, it follows that new theories, challenges and discourses should be considered for exploration in the CI literature.

Process improvement and ICTs in Australian SMEs: a selection and implementation framework

This article describes the development, modification and testing of a tool designed to assist small firms in making more appropriate decisions regarding information and communication technology (ICT) selection and implementation. Using a combination of quantitative and qualitative methods, a number of possible tools were initially developed to support firm-based self-diagnostic exercises. Research outcomes from a joint European–Australian research project were regionalised for Australian conditions through collaborative product development with a number of Australian SME manufacturing firms. This article reports on the pilot implementations and the outcomes achieved with these Australian SMEs. These implementations have shown successful outcomes for the trial SME participants and have led to the creation of an online self-assessment tool to allow wider access by interested SMEs