An integrated methodology to prioritise improvement initiatives in low volume-high integrity product manufacturing organisations

Purpose - Several authors have proposed different approaches to help practitioners deal with the complexity of prioritising improvement projects and initiatives. However, these approaches have been developed as 'generic' methods which do not consider the specific needs, objectives and capabilities of different industries and organisations. The purpose of this paper is to present an integrated methodology that prioritises improvement projects or initiatives based on two key performance objectives, cost and quality, specifically important for low volume-high integrity product manufacturers. Design/methodology/approach - The paper reviews some of the most commonly used prioritisation methods and the theory and logic behind the proposed prioritisation methodology. Then, the prioritisation methodology is empirically tested, through a case study, in a world class manufacturing organisation. Findings - The results obtained from the case study indicate that the integrated methodology proposed in this paper is an effective alternative for low volume-high integrity products manufacturers to identify, select and justify improvement priorities. Practical implications - Selection and prioritisation of projects and initiatives are key elements for the successful implementation of improvements. The integrated methodology presented in this paper intends to aid organisations in dealing with the complexity that is normally handled over the selection and prioritisation of feasible improvement projects. Originality/value - This paper presents a novel methodology that integrates two commonly used approaches in industry, Process Activity Mapping (PAM) and Failure Mode and Effect Analysis (FMEA), to prioritise improvements. This methodology can help, in particular, organisations embarked in the manufacture of low volume-high integrity products to take better decisions and align the focus of improvement efforts with their overall performance and strategic objectives.