Shortening Lead Time through Early Problem-solving — A New Round of Capability-building Competition in the Auto Industry

2000 ◽  
pp. 23-53 ◽  
Author(s):  
Takahiro Fujimoto
Keyword(s):  
Problem Solving ◽  
Lead Time ◽  
Auto Industry ◽  
Capability Building

A DMAIRC approach to lead time reduction in an aerospace engine assembly process

2014 ◽  
Vol 25 (1) ◽  
pp. 27-48 ◽  
Author(s):  
Jose Arturo Garza-Reyes ◽  
Ashley Flint ◽  
Vikas Kumar ◽  
Jiju Antony ◽  
Horacio Soriano-Meier
Keyword(s):  
Problem Solving ◽  
Process Improvement ◽  
Lead Time ◽  
Continuous Process ◽  
Assembly Process ◽  
Improvement Project ◽  
Content Type ◽  
World Class ◽  
Improvement Methodologies

Purpose – Problem solving and continuous process improvement are key elements to achieve business excellence. Many problem solving and process improvement methodologies have been proposed and adopted by organisations, with DMAIC being the most widely used. The purpose of this paper is to present an empirical application of a modified version of DMAIC which enabled a world-class organisation to achieve an optimum reduction in the lead time of its aerospace engine assembly process. Design/methodology/approach – The paper reviews the most commonly used problem solving and process improvement methodologies and specifically, DMAIC, its variations and limitations. Based on this, it presents define, measure, analyse, improve, review, control (DMAIRC). Finally, DMAIRC is empirically applied through a case study, in a world-class manufacturing organisation. Findings – The results obtained from the case study indicate that DMAIRC is an effective alternative to achieve the maximum improvement potential of a process. In particular, DMAIRC helped the organisation studied to achieve a 30 percent reduction in the lead time of its engine assembly process. Originality/value – The novel problem solving and process improvement methodology presented in this paper can be used by organisations to undertake a more effective improvement project by assuring that the maximum potential of their improvement initiatives and processes is achieved.

scholarly journals IMPLEMENTASI CONTINUOUS IMPROVEMENT DENGAN MENGGUNAKAN METODE PDCA PADA PROSES HANDOVER DI WAREHOUSE PT. ABC

2019 ◽  
Vol 4 (1) ◽  
pp. 37
Author(s):  
Tri Widodo ◽  
Ismail Fardiansyah
Keyword(s):  
Problem Solving ◽  
Continuous Improvement ◽  
Lead Time ◽  
Action Plan ◽  
Mind Mapping ◽  
Negative Effect ◽  
Handover Process ◽  
Positive Effect ◽  
Cause And Effect Diagram

Culture of continuous improvement are favorite things that implemented in many business. This is also as concern in PT.ABC to apply continuous improvement in their operations. They use PDCA (Plan, DO, Check, Action) methodologies to solve the problem. One of PDCA case study that to be a topic for this research are  problem solving in handover process.Lead time for handover process are 20 hours, it will be bring another negative effect. So, problem solving by using PDCA methodologies are conducted. Plan phase are problem Identification, identify cause, and developing solution by using some tools :swim lane flowchart, cause effect diagram, mind mapping effort and benefit matrix. Do phase are execute the action plan, then Check phase are verify the result. The last phase are Action, it is a standardization and next improvement topic .Outcome of PDCA implementing in handover process are reducing lead time in handover process, from 1.161 minutes to 265 minutes, or lead time decreasing by 77%. Other positive effect of PDCA implementing are facilitate the operator to operate the documents, utilize the space that caused by inventory reducing in staging area.Key words :  PDCA, Swim lane, Cause and effect diagram, Mind mapping, Effort & benefit diagram.

The Role of Knowledge Integration in Capability Development and Emergence of Innovation Ecosystem

2017 ◽  
Vol 14 (05) ◽  
pp. 1750027
Author(s):  
Alireza Javanmardi Kashan ◽  
Kavoos Mohannak
Keyword(s):  
Product Innovation ◽  
Knowledge Integration ◽  
Auto Industry ◽  
Dynamic Capability ◽  
Capability Development ◽  
Innovation Ecosystem ◽  
Capability Building ◽  
Innovation Projects ◽  
Underlying Mechanisms

This paper investigates the interrelationships between knowledge integration (KI), product innovation and capability development to enhance our understanding of the processes and outcomes of capability development within firms. One of the critical underlying mechanisms for capability building identified in the literature is the role of knowledge integration, which operates within innovation projects and contributes to dynamic capability development. Findings of this study demonstrate that the emergence of knowledge specialization from the part level up to the architectural level lead to emergence of innovation ecosystem within the auto industry as a response to learning and innovation within the firm.

An application of the Patient-Oriented Problem-Solving (POPS) System

1991 ◽  
Vol 55 (5) ◽  
pp. 327-331 ◽  
Author(s):  
GT Chiodo ◽  
WW Bullock ◽  
HR Creamer ◽  
DI Rosenstein
Keyword(s):  
Problem Solving

Applying a Self-Regulating Private Speech Model to Classroom Settings

1982 ◽  
Vol 13 (2) ◽  
pp. 129-133
Author(s):  
A. D. Pellegrini
Keyword(s):  
Problem Solving ◽  
Private Speech ◽  
Speech Model

The paper explores the processes by which children use private speech to regulate their behaviors. The first part of the paper explores the ontological development of self-regulating private speech. The theories of Vygotsky and Luria are used to explain this development. The second part of the paper applies these theories to pedagogical settings. The process by which children are exposed to dialogue strategies that help them solve problems is outlined. The strategy has children posing and answering four questions: What is the problem? How will I solve it? Am I using the plan? How did it work? It is argued that this model helps children systematically mediate their problem solving processes.

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