Although increasing our knowledge of sequences of
manufacturing improvement initiatives, existing
research on the subject shares one weakness: it does
not take a process view of implementation. A process
view implies studying implementation through
longitudinal research. Longitudinal research facilitates
observing causal relationships and is particularly
beneficial if we want to learn more about
whether to implement manufacturing improvement
initiatives in parallel or sequentially. This article
reports the results of a study designed to meet this
gap in our knowledge