The paper discusses the application of a new cell management system implemented in a UK company. The system was originally based upon the Nissan 'green area' (GA) concept but it was extended at the company into a complete business management structure covering the entire business. This new structure involved a GA system in the operational activities of the business, for example shop-floor and commercial activities, a 'business excellence' GA system primarily aimed at business improvement and development projects and a business strategic GA system. The GA system was used throughout the business and integrated the activities of cells in the commercial, engineering and shop-floor domains. It was more than the quality circle concept in that it also provided a mechanism for performance assessment, business control, improvement, training and communication