No abstract
Purpose: This article aims to present successful practices in the management of training processes based on virtual reality and augmented reality, namely a strategy for evaluating the process with the principle of continuous improvement in mind, and monitoring its performance in terms of productivity and waste levels. It is proposed to apply Statistical Process Control (SPC) tools to develop control charts for monitoring individual events (i-charts).Design/methodology/approach: The methodology is based on a case study developed in an industrial project and is guided by a literature review on Work-Based Learning (WBL) and SPC.Findings: The developed work shows that SPC tools are suitable for supporting decision making in situations where the data to be analyzed is generated by human-computer interactions, e.g., involving students and virtual learning environments.Originality/value: The innovative aspect presented in the article lies in the evaluation of the effectiveness of pedagogical resources arranged in simulation environments based on virtual and augmented reality. The accumulated knowledge about the application of SPC in service areas, and others that demand data analysis, reinforces the hypothesis of the suitability of its application in the case presented. This is an original application of SPC, normally used in business processes quality control, but which in this case is applied in an innovative way to the evaluation of industrial training processes, with the same spirit for which it was designed, i.e. to provide the means to manage the quality of a process.
The paper mainly aims to characterise project management (PM) practices of industrial Lean initiatives by analysing and comparing three main topics: PM approaches, PM teams, and project alignment with the company’s strategy. This research encompasses two exploratory industrial case studies with an extensive literature review. Key professionals were interviewed to obtain an in-depth vision of the field. The study results allowed characterising project management practices of industrial Lean initiatives in industrial companies based on the following dimensions: 1. Understand the needs; 2. Find a suitable team; 3. Use visual tools; 4. Apply a continuous improvement (CI) approach; 5. Identify KPIs for the context; 6. Get support from the top management. This work fills a gap related to studying the PM practices applied during the implementation of Lean initiatives, proposing a schematic representation of PM variables and actors in industrial Lean initiatives. Identifying the main variables and actors that industrial companies use to develop Lean initiatives can be insightful for Lean practitioners in the context of project management.
Over the years, countless companies have implemented project management to ensure the integration of people with processes and deliveries, with a direct impact on quality and cost. In the automotive industry, this approach helps stakeholder and challenge management. However, to achieve excellence, communication between project managers and their teams, between stakeholders and sponsors, or simply in the workplace must be efficiently managed. The objective of this study was to help a PMO from an automotive manufacturing company, which has been experiencing difficulties in terms of communication management, for five years. This study highlights the improvements performed in order to change the situation. An action research approach was applied, taking in consideration the context of the work developed using the principle of "learning by doing". Participant observation was carried out, namely in meetings and the daily practices of the team. Finally, questionnaires were released in order to obtain the KPIs used in the study. Subsequently, following the best communication management practices according to PMBOK and using the PDCA method, an improvement strategy was defined. Finally, KPIs were developed providing measurements to the communication improvements.
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