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Clarifies the concept of lean manufacturing and what it comprises. Commences with a review of the lean production literature and, specifically, existing models that identify the variables and component elements of lean production firms. Presents a research instrument for measuring the degree of leanness possessed by manufacturing firms. Research questions were developed and incorporated into structured survey questionnaires for both manufacturing directors and managing directors that enabled a quantitative assessment to be made for the various components of leanness. The survey was completed by over 30 firms in the UK ceramics tableware industry and so represents a comprehensive overview of the state of play in that sector. The figures derived allowed for hypotheses testing and a quantitative analysis. Presents selected results and conclusions from the current survey to illustrate the application and usefulness of the instrument. Argues that, though developed specifically for the tableware industry, the research instrument can be adapted for use in other industries.

In the past few years a considerable amount of research knowledge regarding organizational change and concurrent engineering (CE) has been accumulated. Suggests that organizational growth provides a framework for the emergence of CE techniques. Organizational growth demands CE and it is important to consider how changes to the organizational structure can best enhance the implementation of CE principles.

Reviews the wide range of perspectives on the nature, scope and implications of computer integrated manufacturing (CIM). Presents the main deliverable of a three‐year programme of research conducted by the Keele Advanced Manufacturing Group. Entitled CIMple (Computer Integrated Manufacturing Programmed Learning Environment), it comprises a hypermedia‐based and business‐oriented design methodology to assist the user in the analysis, design and implementation of CIM systems. Presents both the underlying models within the methodology and information on how CIMple is used in practice.

Concerned with the application of a product cost reduction technique known as Value Analysis (VA). Demonstrates that well established companies like Chubb are realizing the importance of VA to increasing their product focus and the benefits achievable through the use of this technique. Centres upon the application of VA: why the technique was seen as appropriate to the needs of Chubb and what comprises VA; the process of establishing the team within Chubb to undertake the VA exercise; the work carried out by the members of the team and their achievements. Gives an overview and lessons learned from the exercise.