Continuous Improvement Philosophy in Higher Education

2020 ◽  
pp. 91-109
Author(s):  
Parminder Singh Kang ◽  
Rajbir Bhatti ◽  
Gurinder Pal Singh
Keyword(s):  
Higher Education ◽  
Continuous Improvement ◽  
Production System ◽  
Value Added ◽  
Course Delivery ◽  
Shop Floor ◽  
Toyota Production System ◽  
Program Delivery ◽  
Lean Principles ◽  
Root Cause

This chapter explores the unspoken roles of Toyota production system in the context of program/course delivery process. These rules are; how people work, how people connect, how the workflow is organized, how to improve and who does the improvements. These four unspoken rules of Toyota production system are strict guidelines from the shop floor to the top-level management. Toyota production system emphasizes learner's philosophy to improve the value-added activities by understanding the root cause of a given problem. Under these four rules, further, this chapter will look into the different tools that could be applied for the continuous improvement in course/program delivery process. This paper will define the lean principles and waste in the context of the delivery process.

Applying Lean Above the Factory Floor

2002 ◽  
Vol 18 (03) ◽  
pp. 159-166
Author(s):  
John D. Drogosz
Keyword(s):  
Production System ◽  
Business Processes ◽  
Shop Floor ◽  
Lead Times ◽  
Improve Quality ◽  
Toyota Production System ◽  
Shipbuilding Industry ◽  
Case Examples ◽  
Kaizen Events ◽  
Factory Floor

Modern Kaizen events have been based on the principles of the Toyota Production System (TPS). However, TPS is a system used in repetitive manufacturing and not typically associated with business processes. The goal of TPS is to eliminate waste in order to improve quality, shorten lead times and reduce costs. Clearly this same philosophy applies as much above the shop floor as it does in the factory. This paper first discusses how to adapt the lean philosophy and Kaizen methodology to business processes above the shop floor. It will also present some case examples from lean workshops conducted in the shipbuilding industry.

The Construction of Production Improvement Model for Aerospace Manufacturing Suppliers

2010 ◽  
Vol 443 ◽  
pp. 748-753 ◽  
Author(s):  
Hsien Ming Chang ◽  
Chi Kong Huang ◽  
Chau Chen Torng
Keyword(s):  
Continuous Improvement ◽  
Production System ◽  
Manufacturing Industry ◽  
Aerospace Industry ◽  
Value Added ◽  
Value Engineering ◽  
Order System ◽  
Make To Order ◽  
Production Improvement ◽  
Aerospace Manufacturing

Aerospace industry is a value-added and technology integrated industry. Due to the investment of aerospace industry is high and the pay back period is long, the type of aircraft production belongs to make-to-order system. Business flows and process flows are complex inside the aerospace manufacturing industry. Quality, cost, delivery and flexibility are the fundamental requirements of aerospace manufacturing suppliers. The aerospace manufacturing suppliers have to coordinate those fundamental requirements and construct the model of production system with Continuous Improvement in the competitive market. This study integrates the concepts of Six Sigma, Theory of Constraint, Lean Production and Value Engineering, and allies the functional groups and system resources inside the aerospace manufacturing suppliers. Then develop the Production Improvement Model with Continuous Improvement to allocate the resources to construct a production system. Thereby, the aerospace manufacturing suppliers can strengthen the competitiveness in the dynamic aerospace market.

An Implementation of Lean Technology in an in-Plant Manufacturing System, a Funiture Company

2011 ◽  
Vol 110-116 ◽  
pp. 4799-4807 ◽  
Author(s):  
Quynh Lam Ngoc Le ◽  
Ngoc Hien Do ◽  
Ki Chan Nam
Keyword(s):  
Production System ◽  
Cost Reduction ◽  
Manufacturing System ◽  
Added Value ◽  
Shop Floor ◽  
Practical Case ◽  
Toyota Production System ◽  
System A ◽  
The World

The development of the Toyota Production System (TPS) based on principles of lean technology has especially impressed numerous manufacturers around the world. It attaches remarkable importance to reducing and then eliminating waste and focusing on added-value activities. Lean technology is growing in important and scope because they help companies become more competitive and streamlined at a time when competitive and cost reduction pressures have intensified. Accordingly, a studied furniture company intends to transform its shop floor first to lean system. It is really an interesting and practical case study, so this paper presents an implementation of lean technology in an in-plant manufacturing system through a systematic way, step by step. It could be considered as a reference of an implementation of the lean technology.

scholarly journals Challenges and Opportunities of Lean Remanufacturing

2014 ◽  
Vol 8 (5) ◽  
pp. 644-652 ◽  
Author(s):  
Jelena Kurilova-Palisaitiene ◽  
◽  
Erik Sundin
Keyword(s):  
Continuous Improvement ◽  
Production System ◽  
Lead Times ◽  
Lean Principles ◽  
Part Quality ◽  
Business Excellence ◽  
Complex Process ◽  
Challenges And Opportunities ◽  
Useful Life ◽  
Quality Process

Lean philosophy, which promotes business excellence through continuous improvement, originates from the Japanese car manufacturer, Toyota’s Production System (TPS). An area where lean has not been fully explored is remanufacturing, a process that brings used products back to useful life. Remanufacturing is often a more complex process than manufacturing due to the uncertainty of process steps/time and part quality/quantity. This study explored remanufacturing by identifying its challenges and opportunities in becoming lean. The challenges of a lean remanufacturing system do not exceed its advantages. Although some researchers state that it is difficult or even impossible to apply lean principles to remanufacturing, this research utilizes lean as a continuous improvement philosophy that focuses on improving the remanufactured products’ quality, process lead times, and inventory levels.

scholarly journals Application of Toyota Way Incorporating Kaizen, Kaikaku and 5S in Agricultural Sector

2021 ◽  
Vol 9 (10) ◽  
pp. 1565-1579
Author(s):  
Wong Ai Moi
Keyword(s):  
Case Studies ◽  
Continuous Improvement ◽  
Production System ◽  
Agricultural Sector ◽  
Health And Safety ◽  
Toyota Production System ◽  
Process Standardization ◽  
Framework Model ◽  
Operational Processes ◽  
Work Method

Abstract: A noble operational framework – 2K5S, a modified form of Toyota production system (TPS) incorporating Kaizen, Kaikaku and 5S is introduced in this paper. Kaizen is continuous improvement concept implementing a small step at a time to produce a small or moderate improvement in productivity. Kaikaku is a moderate innovative approach implementing new work method or means to produce a drastic improvement in productivity by eliminating wastes at the same time. The 2K5S is then implemented in the operations of a pineapple farm and a series of case studies are conducted. The outcomes of the case studies have revealed that through the introduction and implementation of the 2K5S operational framework, some significant organisational improvements have been witnessed. Apart from significantly increment in productivity, other advantages achieved including increasing in effectiveness and efficiency in the operational processes, improved visual management of the process, improved operational health and safety and morale of the workers, improved housekeeping, waste elimination and process standardization. The outcomes of this study have demonstrated that 2K5S is a powerful and practical operational framework model which is applicable for agricultural organisation. Keywords: Toyota production system (TPS), 2K5S, Kaizen, Kaikaku, 5S, continuous improvement, agricultural sector.

Graduates giving back – a mentoring program for MBA students

2015 ◽  
Vol 4 (3) ◽  
pp. 200-212 ◽  
Author(s):  
Ann Darwin
Keyword(s):  
Higher Education ◽  
South Australia ◽  
Value Added ◽  
Master Of Business Administration ◽  
Mentoring Program ◽  
Education Students ◽  
Content Type ◽  
Mba Students ◽  
A Value ◽  
The University

Purpose – The purpose of this paper is to discuss the challenges and obstacles encountered in the implementation of a mentoring program for Master of Business Administration (MBA) students at the University of South Australia (UniSA) Business School. The paper starts with an exploration into the need for a mentoring program, the trial and subsequent four years of implementation. The paper also explores the network model of mentoring and the reasons why this, rather than a more traditional model, was chosen for the program’s implementation. Design/methodology/approach – This exploratory case study uses data from over 600 students and their alumni mentors over a five-year period to evaluate and improve the program as well as cultivating a critical community of adult learners. Findings – Feedback from students indicates that the mentoring program is regarded by most as a value-added feature of their early learning as it offers support, if and when it is required, from those who have been there before. Research limitations/implications – Results are limited to one institution. However, as research into mentoring for higher education students is thin on the ground, this study contributes to our understanding of the positive impacts of mentoring on student success. Practical implications – This paper emphasizes the importance of business leaders giving back to their alma mater through mentoring current MBA students. It shows how mentoring can support learning and management development. Originality/value – This is an original study which explores ways to increase the learning of higher education students for positive social outcomes.

Sign in / Sign up

Export Citation Format

Share Document