scholarly journals Paradoxes and Organizational Learning in Continuous Improvement Approaches: Using the TRIZ Principles for Developing Problem Solving Performance in a Michelin Plant

2018 ◽  
pp. 40-51 ◽  
Author(s):  
Zahir Messaoudene
Keyword(s):  
Organizational Learning ◽  
Problem Solving ◽  
Continuous Improvement

A learning culture for strategic partnering in construction

2004 ◽  
Vol 4 (1) ◽  
pp. 53-65 ◽  
Author(s):  
Eddie W.L. Cheng ◽  
Heng Li ◽  
Peter Love ◽  
Zahir Irani
Keyword(s):  
Organizational Learning ◽  
Continuous Improvement ◽  
Learning Culture ◽  
Learning Climate ◽  
Learning From Experience ◽  
Strategic Partnering

This paper highlights the importance of creating a learning culture for strategic partnering in construction. Theories of organizational learning and strategic partnering are interpolated to identify the related attributes that help to relate and intertwine the two concepts. With the emergence of a learning culture, organizations are able to undergo the transition from no organizational learning to integrated organizational learning, which in turn reinforces the embedded culture. Since learning from experience, continuous improvement and a learning climate are pre‐conditions for a learning culture, three models are presented respectively in dealing with issues relating to these conditions. These models help to attain strategic partnering.

Problem Solving and Risk Management Methodology

2021 ◽  
pp. 378-395
Author(s):  
Esmeralda Andrade Hernández ◽  
Gregorio Fernández-Lambert ◽  
David Lara Alabazares ◽  
Yesica Mayett Moreno ◽  
Laurent Geneste
Keyword(s):  
Risk Management ◽  
Problem Solving ◽  
Knowledge Base ◽  
Continuous Improvement ◽  
Management Problem ◽  
Current Event ◽  
The Past ◽  
Risk Management Methodology ◽  
Past Experiences ◽  
A Current

Intending to lead organizations to continuous improvement, this chapter proposes a methodology that involves three axes: risk management, problem- solving, and feedback experience. This methodology allows organizations to characterize the experiences they have already confronted, as well as new experiences (which can be risks or problems) with the use of taxonomies established by the organization. It also enables them to capitalize and exploit their knowledge base. This work proposes a best-use approach of the past experiences that are similar to a current event and facilitate their treatment and provide solutions. The authors take the feedback as a point of articulation between the two methodologies because it is a mechanism that offers knowledge where it can be found that the organizations must avoid and take advantage of.

Engineering Design at a Toyota Company

2009 ◽  
pp. 363-374
Author(s):  
Darius Mehri
Keyword(s):  
Organizational Learning ◽  
Problem Solving ◽  
Design Process ◽  
Explicit Knowledge ◽  
Cultural Psychology ◽  
Sociology Of Culture ◽  
Cognitive Approach ◽  
Collective Work ◽  
Innovative Process ◽  
Research And Design

The author worked in the research and design department at a large Toyota company in the late 1990s and experienced an innovative process where engineers worked in tightly knit groups where monitoring, the informal hierarchy and dependence resulted from an emphasis on collective work. In the approach to innovation during the design process, the Toyota engineers were found to engage in an inductive process that placed an emphasis on the concrete and an orientation toward the field as a result of an approach that relied on experience based knowledge. The use of tacit and explicit knowledge is discussed within the context of the design process and the author finds that explicit knowledge dominates the improvement of productivity and organizational learning. The latest research in the sociology of culture and cultural psychology is used to highlight the cognitive approach to problem solving during the innovative process.

Organizational Learning and Knowledge Management

2001 ◽  
pp. 60-76
Author(s):  
Rafael Andreu ◽  
Sandra Sieber
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Problem Solving ◽  
Collective Learning

In today’s competitive landscape firms must develop idiosyncratic, difficult-to-imitate capabilities. This requires effective knowledge deployment and development. In this chapter, we discuss why knowledge and organizational learning are crucial for today’s firms’ competitiveness and propose a model of individual and collective learning based on problem solving. We then explore its implications and examine how KM can be harnessed to foster learning in organizations.

scholarly journals Methodology for the collaboration in supply chains with a focus on continuous improvement

2016 ◽  
Vol 36 (2) ◽  
pp. 51 ◽  
Author(s):  
José Anselmo Mayer ◽  
Miriam Borchardt ◽  
Giancarlo Medeiros Pereira
Keyword(s):  
Supply Chain ◽  
Problem Solving ◽  
Supply Chains ◽  
Case Studies ◽  
Continuous Improvement ◽  
Supplier Development ◽  
Collaborative Relationship ◽  
Collaborative Practices ◽  
Manufacture Technology ◽  
Exchange Of Information

A collaborative relationship between companies in a supply chain makes it possible to improve both the performance and the results of the companies and of the supply chain. Several studies have analyzed supply chains, but few studies have proposed the application of tools for continuous improvement in a collaborative manner within the supply chain. The objective of this work is to present a methodology for the collaboration in a supply chain with a focus on continuous improvement. Three case studies were conducted with Brazilian multinational focal companies that manufacture technology-based products. It was seen that relationships, trust, the exchange of information, and the sharing of gains and risks sustains collaborative practices focused on continuous improvement. The proposed methodology considers the need for supplier development, for the monitoring of the supplies, and for the development of a partnership for problem solving through the application of tools for continuous improvement.

Application of Quality Tools in Solving Problems in the Production Process of an ABC - Case Study Company

2018 ◽  
Vol 8 (3) ◽  
Author(s):  
Délvio Venanzi ◽  
João Vitor Augusto Gali ◽  
Haroldo Lhou Hasegawa ◽  
Diogo Luis Faustino ◽  
Orlando Roque Da Silva
Keyword(s):  
Problem Solving ◽  
Linear Regression ◽  
Production Process ◽  
Continuous Improvement ◽  
Financial Loss ◽  
Product Manufacturing ◽  
Manufacturing Methods ◽  
Survey Strategy ◽  
Quality Tools

Companies are increasingly focused on the market and its trends, forcing them to seek competitive advantage through continuous improvement in process and product manufacturing methods or generation services. Faced with this, the article discusses the importance of an adapted proposal Analysis and Problem Solving Method (MASP) as an effective tool in solving problems in the production process. This article aims to improve processes through the use of quality tools, by focusing on the reduction of equipment downtime and their probable causes, in addition to financial loss resulting from these charts. The article intends to expose, clearly, a study of the applicability of quality chosen for research tools (Diagram Ishikawa and Pareto Diagram) plus Matrix GUT, Stratification, Linear Regression and FMEA. The article shows that it is possible to obtain gains in processes that may be analyzed in enterprises, whichever is the suggested method. The adopted survey strategy is a case study in the ABC Company at cellulose business. A descriptive and exploratory qualitative study was performed. The content a questionnaire responded by managers and workers for data collection was analyzed.

Learning cycles and focus groups

2015 ◽  
Vol 22 (4) ◽  
pp. 229-240 ◽  
Author(s):  
Guilherme Luz Tortorella ◽  
Samanta Viana ◽  
Diego Fettermann
Keyword(s):  
Problem Solving ◽  
Focus Groups ◽  
Continuous Improvement ◽  
Knowledge Creation ◽  
General Framework ◽  
Learning Cycle ◽  
Information Collection ◽  
Content Type ◽  
Complementary Method ◽  
Collection Data

Purpose – This study aims to propose a complementary method to the A3 information collection, data analysis and capturing and sharing knowledge to facilitate problem solving in a general framework. The incorporation of this method minimizes the difficulties identified in the literature focused on continuous improvement of processes. The method comprises combining triangulation techniques utilizing focus groups for a survey of qualitative data and the approach called Look – Ask – Model – Discuss – Act (LAMDA), which was originally designed for cycles of knowledge creation applied in product development processes. Design/methodology/approach – The methodology proposed in this work follows the A3 report approach including focus groups’ techniques in the planning step and problem analysis and the use of the LAMDA learning cycle, aiming to fill the gaps in A3 method. Therefore, the methodology includes five macro steps, which are divided into smaller steps. Note that the inclusion of the LAMDA learning cycle in the A3 report is called A3LAMDA. In addition, macro steps from 1 to 4 belong to “knowledge creation” step and macro step 5 deals with the “Capture of knowledge” step. Along the proposed methodology application, greater focus will be given to techniques incorporated in the A3 report, as they represent the main contribution of this method. Findings – The proposed approach to the A3 report was more concise and comprehensive, allowing different views and perspectives to be considered to understand the problem and find solutions through the focus groups method. In addition, the development of a structured questionnaire for the interviews encouraged the participants to present their opinions regarding the problem hypotheses. The use of the LAMDA learning cycle was essential to capture and share the knowledge acquired during the problem-solving process. It allowed not only the reflection on the aspects that have either worked or not but also the understanding of how to do the next work differently. Originality/value – This study aims to propose a complementary method to the A3 information collection, data analysis and capturing and sharing knowledge to facilitate problem solving in the general framework. The incorporation of this method minimizes the difficulties identified in the literature that focused on continuous improvement of processes.

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