Braunschweiger Shopfloor Management Assessment

Dombrowski, Uwe; Wullbrandt, Jonas; Jäger, Fabian; Linge, Sophia

doi:10.3139/104.111881

Cited by 5 publications

(2 citation statements)

References 4 publications

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“…This is done with the aim of providing everyone with an equal knowledge base and thus promoting effective procedures with the aim of continuous process improvement, which is created through cooperation between employees and managers. Dombrowski, Wullbrandt, Jäger, Linge [35] write in the Braunschweig shopfloor management Assessment, even of visual management and refer to the guidelines 2870 and 2871 and various recommendations for action of the VDI (Association of German Engineers) [36,37]. This report shows, not least through the survey of employees involved (Results), but also through the explanation of the theoretical background of shopfloor management, that the hypotheses set out in Introduction have been clearly substantiated.…”

Section: Fig 5 Is Existing Employee Potential (Since the Introduction...mentioning

confidence: 94%

Shopfloor Management – A Tool of Lean Management

Wester

Hitka

2022

Management Systems in Production Engineering

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Lean management is an approach to continuous process optimisation. The methodology involves the entire value chain. The individual links are made more efficient and thus leaner. The main goal of lean management is to use various lean methods, procedures and thinking principles to coordinate all processes and activities in such a way that any kind of waste along the value chain is avoided in a holistic production system. This would result in the following main difficulties: Transporting information quickly and purposefully to the right places in the company. This is where the lean tool of shopfloor Management (SFM) comes into its own. The shopfloor board is the communication platform of SFM. Shopfloor takes place very close to the employees in a direct interaction between employees and managers. Staff are directly involved in the process and should and can contribute their own approaches to solutions. The article provides an overview of the structure of shopfloor management (SFM) and proves that the goals set by the introduction itself – namely the optimised flow of information in the company with the involvement of all employees – are achieved through shopfloor Management. The method of a structured interview with 63 respondents is used to obtain data.

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Section: Fig 5 Is Existing Employee Potential (Since the Introduction...mentioning

confidence: 94%

Shopfloor Management – A Tool of Lean Management

Wester

Hitka

2022

Management Systems in Production Engineering

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“…Beyond literature from within the lean management domain, it is important to review publications from adjacent domains such as operations management. Dombrowski et al (2018) present case studies in which work team performance has been improved by concepts similar to SFM. Also, less associated with the domain of lean management, but rather performance management is the article by De Leeuw & Berg (2011).…”

Section: Literature Reviewmentioning

confidence: 99%

Digital Shopfloor Management in Construction – a Case Study

Heller¹

2023

Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31)

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Lean Management is considered a very promising approach to improving productivity in the construction industry. Shopfloor Management (SFM) is receiving increasing attention in theory and practice, as it has an impact on daily routines of all organizational levels. This paper presents over two years of experience in adopting and implementing SFM at a general contractor, which focuses on industrial and custom new buildings. The underlying company is following a clear and organizationally manifested approach toward Lean Management since the mid-2000s. Hence, the SFM methodology needed to be embedded in the already existing methods conceptually, before it could be rolled out. After two years of implementation, rollout to over 80 projects with an equivalent of approx. 1 billion € volume was achieved. Also, a consistent cascade from the construction site to top management was established, i.e. all levels of the organization have transitioned to the new way of working (and leading) inherent to SFM. In parallel, under the application of a strictly agile approach, the SFM cascade was digitized with a special focus on data reuse and integration of systems to ensure consistency, accuracy, and up-to-date information. The overall impact of SFM in the company underlying this case study to date is positive, and an initial approach is proposed to measure the impact in this paper.

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