Cellular and organisational team formations for effective Lean transformations

Vries, Herbert De; Poll, Huibrecht Margaretha van der

doi:10.1080/21693277.2018.1509742

Cited by 9 publications

(9 citation statements)

References 18 publications

(16 reference statements)

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“…Employee engagement and participation are fundamental to reaping the full benefits of TPS implementation (Liker, 2004). Vries and Poll (2018) found that the more progress is made in lean processes, the more engagement and participation there is, resulting in more teamwork. 15 of the 19 lean techniques have a very significant positive coefficient.…”

Section: Lean Kaizen Randdmentioning

confidence: 99%

“…Since the 1960s, Japan has also proposed a system similar to the Balanced Scorecard BSC as a well-integrated system for deploying lean strategies. The system was named Hoshin Kanri (Policy Management HK) and has been implemented by companies worldwide as an important component of lean transformation strategies (Chiarini & Vagnoni, 2016;Vries and Poll, 2018). The company uses PD (strategic deployment) and DM (daily management), Quality Insurance (QI) stories, and simple Quality Control (QC) tools.…”

Section: Lean Kaizen Randdmentioning

confidence: 99%

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Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

Kang

Lin²,

Ho³

2022

IMBR

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This paper aims to apply AHP and DEMATEL to analyze the key factors and interrelationships of lean production to increase free cash flow for manufacturers. The AHP hierarchy was determined through literature and interviews with leading management experts. The assessment criteria were categorized into five major criteria and 15 sub-criteria, including production, sales, human resources, R&D, and finance. According to the AHP results, the first eight key factors were identified as the key factors to increasing cash flow for manufacturers who utilized lean production. DEMATEL was used to identify the interactions among the eight key factors and further identify the four more important ones. The four key factors are strategic planning, strategic deployment, leadership, and goal orientation. This paper proposes management implications and improvement suggestions for the four key factors and their interactions.

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Section: Lean Kaizen Randdmentioning

confidence: 99%

Section: Lean Kaizen Randdmentioning

confidence: 99%

Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

Kang

Lin²,

Ho³

2022

IMBR

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“…So, there is another concern that arose just because of alterations (in cellular processes, drug stability, cell organelles preferences), along with existing befell in pharmacokinetics and pharmacodynamics of the known therapeutics, mainly directly linked to the route of administration 85 , and cellular transformations 86 . Last, future perspectives and keenness for the discovering of nanotheranostics and nanotherapeutics as CNS/BBB drug delivery tools and devices will a major area of research in this field.…”

Section: Nanotherapeutics For Neuropsychiatry: Healing Insightsmentioning

confidence: 99%

Review of nanotheranostics for molecular mechanisms underlying psychiatric disorders and commensurate nanotherapeutics for neuropsychiatry: The mind knockout

Kumar¹,

Chhikara²,

Gulia³

et al. 2021

Nanotheranostics

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Bio-neuronal led psychiatric abnormalities transpired by the loss of neuronal structure and function (neurodegeneration), pro-inflammatory cytokines, microglial dysfunction, altered neurotransmission, toxicants, serotonin deficiency, kynurenine pathway, and excessively produced neurotoxic substances. These uncontrolled happenings in the etiology of psychiatric disorders initiate further changes in neurotransmitter metabolism, pathologic microglial, cell activation, and impaired neuroplasticity. Inflammatory cytokines, the outcome of dysfunctional mitochondria, dysregulation of the immune system, and under stress functions of the brain are leading biochemical factors for depression and anxiety. Nanoscale drug delivery platforms, inexpensive diagnostics using nanomaterials, nano-scale imaging technologies, and ligand-conjugated nanocrystals used for elucidating the molecular mechanisms and foremost cellular communications liable for such disorders are highly capable features to study for efficient diagnosis and therapy of the mental illness. These theranostic tools made up of multifunctional nanomaterials have the potential for effective and accurate diagnosis, imaging of psychiatric disorders, and are at the forefront of leading technologies in nanotheranostics openings field as they can collectively and efficiently target the stimulated territories of the cerebellum (cells and tissues) through molecular-scale interactions with higher bioavailability, and bio-accessibility. Specifically, the nanoplatforms based neurological changes are playing a significant role in the diagnosis of psychiatric disorders and portraying the routes of functional restoration of mental disorders by newer imaging tools at nano-level in all directions. Because of these nanotherapeutic platforms, the molecules of nanomedicine can penetrate the Blood-Brain Barrier with an increased half-life of drug molecules. The discoveries in nanotheranostics and nanotherapeutics inbuilt unique multi-functionalities are providing the best multiplicities of novel nanotherapeutic potentialities with no toxicity concerns at the level of nano range.

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“…De Vries and Van der Poll (2018) Emphasizes the necessity of empowerment and training for operators to run kanban cells in a pump-engineering organization.…”

Section: Papermentioning

confidence: 99%

Critical soft factors for card-based production systems implementation: A multi-method study

Bagni

Filho

Tortorella

et al. 2021

BJO&PM

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Goal: Although card-based systems are a mature topic in literature, studies have focused mainly on how to optimize parameter of each system. The influential of human factors in the implementation of those systems have rarely been evaluated. Therefore, this study aims to understand what are the critical soft factors for a successful card-based systems implementation.Design / Methodology / Approach: A multi-method study is used in this research, combining systematic literature review, longitudinal case study, content analysis, interviews with experts and validations with two different groups. Results:The paper proposes a list of 15 soft factors critical to a successful implementation of cardbased systems categorized in a "house framework" according to the level of analysis each factor is included. Limitations of the investigation:A single case study, although longitudinal, was conducted to proposed the list of factors. Therefore, further studies should be conducted to adapt the list to other organizations and contexts. Practical implications:Following the proposed list of factors, managers can increase the success in implementing a card-based system in their organizations.Originality / Value: This study combines different research methods in a unique way, since in the researchers' view, an individual method was not sufficient to answer the proposed research question. Moreover, the case study reported a failure implementation of a card-based system, a rare addition to literature which mainly presented success cases.

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Cellular and organisational team formations for effective Lean transformations

Cited by 9 publications

References 18 publications

Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

Review of nanotheranostics for molecular mechanisms underlying psychiatric disorders and commensurate nanotherapeutics for neuropsychiatry: The mind knockout

Critical soft factors for card-based production systems implementation: A multi-method study

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