Lean Principles and Optimizing Flow

2019 ◽  
pp. 169-184
Author(s):  
Alan D. Smith
Keyword(s):  
Customer Satisfaction ◽  
Case Studies ◽  
Six Sigma ◽  
Successful Implementation ◽  
Business Practices ◽  
Lean Principles ◽  
Lean Practices ◽  
The Future ◽  
Local Companies ◽  
Best Business Practices

This chapter aims to provide an elementary background on lean methodologies from its beginnings at Toyota through current applications of lean processes at local companies. Via case studies, a greater understanding of the advantages of lean systems will be attempted along with a discussion of the future of lean practices. Notable improvements to the lean philosophy, such as successful implementation of six-sigma techniques, are addressed through interdisciplinary case studies of successful best business practices. Therefore, we need a cluster of metrics, certainly more than just cost. If we cannot adequately measure customer satisfaction and utility, we need to have more subjective ways to measure it in order to understand its complexities. Unfortunately, it is unlikely that there is a one-size-fits-all solution, as many managers are more prone to try something that has worked elsewhere in times of crisis, but has limited applications to other dissimilar problems.

scholarly journals The Role of Consultant Knowledge, Top Management Support, and Operational Manager Competence to the Company Performance

2020 ◽  
Vol 76 ◽  
pp. 01034
Author(s):  
Pirmanta Sebayang ◽  
Zeplin Jiwa Husada Tarigan ◽  
Yessy Peranginangin
Keyword(s):  
Organizational Learning ◽  
Iso 9000 ◽  
Top Management ◽  
Successful Implementation ◽  
Business Practices ◽  
Company Performance ◽  
Management Support ◽  
Manufacturing Companies ◽  
Top Management Commitment ◽  
Best Business Practices

Successful implementation of ISO 9000 is determined by the knowledge of the appointed consultants that is demonstrated through their expertise in transferring knowledge to internal companies, the strong willingness of the top management commitment during the implementation, and the capabilities of the operational managers to implement all clauses of ISO to the company through the expertise and experience of managers in the operational section. These three components will perform a collaborative process by doing some organizational learning about quality management to properly implement ISO 9000 in order to have an impact on improving the best business practices in the company's operations and ultimately to improve the company's performance. Based on the results of the survey with questionnaires to a population of 159 companies with two incomplete informants, data processing is performed on 157 manufacturing companies in the area of MM-2100, Cikarang Bekasi, Indonesia. The results of the research analysis with the use of SEM Amos data analysis states that, first of all, the consultant knowledge and the competency of operation manager together can give an increase to the organizational learning. Second, the competency of the operational managers and organizational learning produce the best business practices for the manufacturing companies to improve their corporate performance in the area of MM-2100, .

A new framework to support Lean Six Sigma deployment in SMEs

2019 ◽  
Vol 10 (1) ◽  
pp. 58-80 ◽  
Author(s):  
Carlos Abraham Moya ◽  
Daniel Galvez ◽  
Laurent Muller ◽  
Mauricio Camargo
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Performance Indicator ◽  
Lean Six Sigma ◽  
Organizational Capabilities ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Readiness Level

Purpose The purpose of this paper is to propose an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy. Design/methodology/approach Based on a comprehensive literature review, critical success factors required to deploy LSS were defined. These key factors are evaluated by a questionnaire based on maturity grids and structured as a multi-criteria model to compute a potential LSS performance indicator. This approach is illustrated through two case studies. Findings To promote a successful implementation of LSS in SMEs, it is necessary to consider five main critical factors. The evaluation of these factors could be achieved thanks to a multi-criterion-based maturity indicator for the LSS implementation. The case studies show that this approach allows SMEs to understand their strengths and weaknesses and thus better prepare the implementation of LSS. Research limitations/implications The proposed tool identifies characteristics of companies leading to successful LSS implementation; but is not yet able to provide a detailed strategy to improve them. The case studies were applied to manufacturing companies; therefore, there is no evidence of conclusions in the context of services. Practical implications The proposed methodology will help managers and practitioners to evaluate the readiness level of a company to implement LSS. Then, they could estimate the effort required to achieve the LSS deployment. Originality/value This paper proposes a new metric of the capacity to implement the LSS successfully in SMEs: the Lean Six Sigma Global Index. This indicator is based on a survey completed by managers and supported by observable phenomena to establish a tailored diagnosis before the LSS implementation.

Local Authorities' Incubator as a Tool Supporting the Synergies Between Companies That Apply Corporate Social Responsibility and Social Enterprises

2020 ◽  
pp. 228-243
Author(s):  
Anastasios K. Sepetis ◽  
Marilena G. Sanida ◽  
George Pierrakos
Keyword(s):  
Fair Trade ◽  
Local Economy ◽  
Social Enterprises ◽  
Business Practices ◽  
Local Authorities ◽  
Knowledge Barriers ◽  
Local Companies ◽  
Corporate Social ◽  
Best Business Practices ◽  
Protected Designations Of Origin

The local authorities' incubator for social enterprises should be supporting the connection of local companies that apply CSR with social enterprises that are trying to succeed social value. The research in this chapter relied on a systematic literature review. After reviewing the literature, a methodology has been developed that describes the process of designing and implementing a local authorities' incubator and the synergies with social enterprises and CSR. The benefit of a local authorities' incubator in the field of social entrepreneurship is the facilitation of new social enterprises to overcome knowledge barriers and implement best business practices. Finally, in this chapter, it is suggested that the cooperation between local companies that apply CSR and local social enterprises under the guidance and support of local authorities' incubator could create synergies and produce new local certified PGI (protected geographical indication) or PDO (protected designations of origin) social/ethical/green/fair-trade products and services and promote the local economy.

Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma

2018 ◽  
Vol 25 (9) ◽  
pp. 3479-3504 ◽  
Author(s):  
Raja Sreedharan V. ◽  
Vijaya Sunder M. ◽  
Raju R.
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Future Research ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type ◽  
Critical Success ◽  
The Future

Purpose The purpose of this paper is to review the existing literature on the critical success factors (CSFs) of various continuous improvement (CI) like total quality management (TQM), Lean, Six Sigma and Lean Six Sigma (LSS), and perform a content analysis (CA) leading to an agenda for future research. Design/methodology/approach CA is based on literature review of 41 papers published in peer-reviewed scholarly journals. A four-stage methodology is used by the authors, with Stage 1 featuring relevant material collection; Stage 2 presenting a descriptive analysis; Stage 3 outlining the category selection; and Stage 4 featuring the material evaluation using clustering and Pareto analysis. Findings The CA revealed various research implications and directions for the future. The number of studies in the literature regarding CSF assessment is found to be far from substantial while compared to CI implementation. Assessment methodologies developed have been ranging from qualitative to quantitative models. Key gaps were identified and directions for CSF assessment are proposed which requires further validation. Research limitations/implications Only articles that appeared in peer-reviewed journals were analyzed; conference papers, reports, manuals and white papers from practice were excluded. Another limitation of the paper would be the scope of CA limited to four CI constructs – TQM, Lean, Six Sigma and LSS. Research implications indicate that the future studies in this domain would be intensive toward analyzing the vital CSFs for enterprise organizational excellence and not merely process excellence. Practical implications This review study can serve as a resource for both researchers and practitioners to understand the importance of CSFs and positioning CSFs for the successful implementation of CI programs. Originality/value The CA on the existing literature on CSFs for CI presents a unique, systematic effort to identify an agenda for future research. This study is the apparently the first of its kind on CSF assessment.

The Six Sigma Strategy

2016 ◽  
pp. 443-467
Author(s):  
Jorge Limon-Romero ◽  
Yolanda Baez-Lopez ◽  
Diego Tlapa ◽  
José María Moreno-Jiménez ◽  
Manuel I. Rodriguez-Borbon
Keyword(s):  
Customer Satisfaction ◽  
Literature Review ◽  
Hypothesis Testing ◽  
Six Sigma ◽  
Odds Ratio ◽  
Current Situation ◽  
Successful Implementation ◽  
Critical Success ◽  
Tools And Techniques

This chapter studies Critical Success Tools and Techniques (T&Ts) of Six Sigma (SS) strategy reported by researchers and practitioners. The main objectives of this research are to describe the current situation of SS and collaborate in the understanding of its successful implementation. This study was carried out through an extended literature review. Moreover, two periods of time were analyzed in order to emphasize on the evolution of SS. Such analysis relied on odds-ratio and hypothesis testing for proportions to study the most important T&Ts reported in almost two hundred of successful works related to SS projects. Afterwards, such T&Ts were identified and described. From this perspective, this chapter can be a useful guideline for training in companies, since it highlights the T&Ts most frequently used in successful projects, which have managed to improve the processes, reduce costs, and increase customer satisfaction in companies.

The Impact of the Process Integration on Business Management

2007 ◽  
pp. 189-209
Author(s):  
F. Aggogeri
Keyword(s):  
Customer Satisfaction ◽  
Case Studies ◽  
Six Sigma ◽  
Process Integration ◽  
Integrated Management ◽  
Business Management ◽  
Business Strategies ◽  
Six Sigma Methodology ◽  
Shared Objective ◽  
The Impact

This chapter explains how the successful theories about process integration can be implemented in different industrial fields by introducing a rigorous methodology. Starting from the consideration that processes must be managed to achieve customer satisfaction, the companies necessitate changing their old paradigms and focusing on an integrated management of their functions. In this chapter, the proposed solution is the Six Sigma methodology. It can be applied to every industrial field, anywhere the need for a global, shared objective and improvement is advised. To better show the opportunities and advantages, due to the implementation of Six Sigma in business strategies and activities, three case studies are discussed.

Lean adoption barriers for trade contractors

2021 ◽  
Vol 2 (4) ◽  
Author(s):  
Elnaz Asadian ◽  
◽  
Robert M. Leicht ◽  
John I. Messner ◽  
◽  
...  
Keyword(s):  
Successful Implementation ◽  
High Turnover ◽  
Production Chain ◽  
Factors Affecting ◽  
Lean Principles ◽  
Potential Barriers ◽  
Construction Companies ◽  
Lean Practices

Lean Construction has proven to be highly beneficial to the construction industry; however, adoption at the trade contractor level is lagging. This study seeks to identify the barriers that hamper the successful implementation of lean principles and methods to understand the reasons for the lagging adoption by stakeholders that should benefit the most. A comprehensive review of previous literature identified several categorizations for barriers; however, none emphasized trade contractors. 29 barriers were identified and defined through a detailed literature review. These barriers were then clustered into seven main factors affecting the implementation of lean initiatives under the proposed framework. This framework facilitates the investigation of construction companies' potential barriers when deciding to start implementing lean. The analysis revealed that the three most frequent barriers were lack of teamwork, multi-layer subcontracting, and lack of long-term philosophy. Additionally, seven barriers are recognized as the potential barriers specifically relevant to the trade contractors: lack of teamwork and technical capabilities, poor communication between parties, minimum involvement of workers, lack of integration of the production chain, quality of materials, high turnover of the workforce, and employee tolerance of untidy workspaces. The findings provide insight into the possible obstacles that exist to hinder the implementation of lean practices among trade contractors. Firms that do not recognize these barriers will suffer from organizational inefficiency regarding needed improvement efforts and where these endeavors should be focused. Understanding the root causes of the low rate of lean adaptation can assist in developing solutions to address barriers and facilitate lean implementation.

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