A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations

Karim, Azharul; Arif-Uz-Zaman, Kazi

doi:10.1108/14637151311294912

Cited by 257 publications

(228 citation statements)

References 60 publications

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“… Waste as being anything that interferes with the smooth flow of production (see Wee & Wu 2009;Karim & Arif-Uz-Zaman 2013). Both of these articles refer to a working paper by MacDuffie & Helper (1997).…”

Section: Other Definitions Of Wastementioning

confidence: 99%

On the meaning of ‘Waste’: review and definition

Thürer

Tomašević

Stevenson

2016

Production Planning & Control

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Waste reduction is one of the main principles of lean, but it has been taken for granted that we have a common understanding of what waste means. We first present a critical, qualitative discussion that identifies four distinct waste concepts. We then conduct a systematic review of the literature that examines the different uses of these concepts. We find that only the classic concept of the seven wastes and the concept of waste as non-value adding activity are widely applied. However, both concepts are, at times, not only incompatible but used in a way that leads to open contradiction. A new definition, centered on an efficient, timely transformation process seeks to consolidate the literature. We outline two distinct waste types:(i) obvious waste, to refer to any waste that can be reduced without creating another form of waste; and, (ii) buffer waste, to refer to any waste that cannot be reduced without creating another waste. The paper has important implications for practice. To reduce waste, managers must undertake three interlinked tasks: the elimination of obvious waste; the reduction of variability to transform buffers into obvious waste; and, the balancing of remaining buffers to best achieve performance targets. The paper supports managers in their endeavors to identify waste, which is an important precursor to waste reduction/elimination.

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Section: Other Definitions Of Wastementioning

confidence: 99%

On the meaning of ‘Waste’: review and definition

Thürer

Tomašević

Stevenson

2016

Production Planning & Control

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“…Invented by the CEO of Toyota, TaiichiOhno, lean is a methodical approach that identifies and eliminates waste (and non-value-added activities) [2]. This can be achieved by continuous improvement and following with the production to the pull of the customer in pursuit of perfection [2].…”

Section: Leanmentioning

confidence: 99%

Improving Healthcare Referral System Using Lean Six Sigma

Alkinaidri¹,

Alsulami²,

Al-Nafea³

2018

AJIBM

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The World Health Organization considers the referral system, begun in 1978, to be one of the primary components of any medical system. Referral is the procedure of directing a patient to an appropriate specialist or agency. This research uses King Abdullah Medical City in Makkah, Saudi Arabia as a case study to explore using Lean Six Sigma as a way to improve healthcare referral system. King Abdullah Medical City received 16,807 referral requests in 2015, a 13.6% increase compared with 2014. Over time, the process of referral unwieldy, making the process less efficient and effective. By addressing the application of Lean principles and Six Sigma methodology to improve the referral process, this study reveals implications for their use in the healthcare industry. Then DMAIC methodology was utilized to decrease the delay in physicians' response time to the referral system. After the Lean Six Sigma project was completed, a noticeable improvement in compliance to response times was achieved and sigma improved from 2.05 to 2.2; even greater improvement is expected after all of the long term recommendations have been applied.

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“…Furthermore, in many real scenarios such estimates might be subject to input uncertainty (e.g., non-punctual clients imply uncertainty in their arrival times) [84]. In addition, the BP performance can be greatly influenced by how the different resources are assigned to each activity that has to be performed [45,81]. Therefore, regarding such scenarios and motivated by the case study described in the paper, when designing a BP model, analysts have to face certain design requirements (cf.…”

Section: Problem Statementmentioning

confidence: 99%

Generating optimized configurable business process models in scenarios subject to uncertainty

Ramirez

Weber

Barba

et al. 2015

Information and Software Technology

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Keywords:Configurable business process models Constraint-based business process models Flexibility Robustness Planning and scheduling Constraint programming a b s t r a c tContext: The quality of business process models (i.e., software artifacts that capture the relations between the organizational units of a business) is essential for enhancing the management of business processes. However, such modeling is typically carried out manually. This is already challenging and time consuming when (1) input uncertainty exists, (2) activities are related, and (3) resource allocation has to be considered. When including optimization requirements regarding flexibility and robustness it becomes even more complicated potentially resulting into non-optimized models, errors, and lack of flexibility. Objective: To facilitate the human work and to improve the resulting models in scenarios subject to uncertainty, we propose a software-supported approach for automatically creating configurable business process models from declarative specifications considering all the aforementioned requirements. Method: First, the scenario is modeled through a declarative language which allows the analysts to specify its variability and uncertainty. Thereafter, a set of optimized enactment plans (each one representing a potential execution alternative) are generated from such a model considering the input uncertainty. Finally, to deal with this uncertainty during run-time, a flexible configurable business process model is created from these plans. Results: To validate the proposed approach, we conduct a case study based on a real business which is subject to uncertainty. Results indicate that our approach improves the actual performance of the business and that the generated models support most of the uncertainty inherent to the business. Conclusions: The proposed approach automatically selects the best part of the variability of a declarative specification. Unlike existing approaches, our approach considers input uncertainty, the optimization of multiple objective functions, as well as the resource and the control-flow perspectives. However, our approach also presents a few limitations: (1) it is focused on the control-flow and the data perspective is only partially addressed and (2) model attributes need to be estimated.

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A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations

Cited by 257 publications

References 60 publications

On the meaning of ‘Waste’: review and definition

On the meaning of ‘Waste’: review and definition

Improving Healthcare Referral System Using Lean Six Sigma

Generating optimized configurable business process models in scenarios subject to uncertainty

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