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Purpose This paper aims to assess the combined application of Lean Six Sigma and agile approach for optimizing operational processes of order management in the seed industry. Design/methodology/approach This study is based on an action research case conducted in a multinational Brazilian Seeds Business enterprise. This paper reports on the application of the Lean Six Sigma define-measure-analyze-improve-control (DMAIC), using the steps of DMAIC cycle as a sprint of agile approach. The methodology involves outlining an operational process through sequential activities, each associated with a cycle time, equivalent number of full-time employee and number of orders. Performance metrics for the order management process include continuous monitoring of these activities, using monitoring systems, management software and manual records to collect data. Findings The findings reveal significant improvements in critical-to-quality measures related to customer care, planning and logistics. The implementation of the DMAIC methodology and agile approach resulted in tangible enhancements in cycle time, defects per opportunities and overall process efficiency. The results allow the classification of defects, the identification of their causes and, consequently, the presentation of a control plan to mitigate these problems. Furthermore, the study identifies key causes of operational issues and proposes a prioritized action plan. Research limitations/implications The limitation of this research is its restriction to a single case. The external validity of the results and generalizability to other organizational contexts may be compromised due to the lack of case diversity. The fact that the research focuses on a single company, even if it is a large multinational company, may limit the applicability of the findings to different sectors, sizes and organizational structures, which may be an opportunity for future research. Practical implications The findings suggest that the integrated approach of DMAIC and agile methodology contributes to a culture of continuous improvement and operational efficiency. The systematic collection and analysis of data enhance evidence-based decision-making, providing a robust foundation for strategic and operational choices. Moreover, the successful integration of methodologies presents a comprehensive framework applicable to diverse organizational challenges. Originality/value The paper applies action research to understand and address operational challenges, emphasizing practical solutions. The integration of DMAIC and agile enhances the depth of process analysis, enabling the identification, implementation and control of improvements. This study offers a significant contribution both to practitioners, providing practical implications, and to academics, enriching the Lean Six Sigma and agile body of knowledge.
Purpose This paper aims to assess the combined application of Lean Six Sigma and agile approach for optimizing operational processes of order management in the seed industry. Design/methodology/approach This study is based on an action research case conducted in a multinational Brazilian Seeds Business enterprise. This paper reports on the application of the Lean Six Sigma define-measure-analyze-improve-control (DMAIC), using the steps of DMAIC cycle as a sprint of agile approach. The methodology involves outlining an operational process through sequential activities, each associated with a cycle time, equivalent number of full-time employee and number of orders. Performance metrics for the order management process include continuous monitoring of these activities, using monitoring systems, management software and manual records to collect data. Findings The findings reveal significant improvements in critical-to-quality measures related to customer care, planning and logistics. The implementation of the DMAIC methodology and agile approach resulted in tangible enhancements in cycle time, defects per opportunities and overall process efficiency. The results allow the classification of defects, the identification of their causes and, consequently, the presentation of a control plan to mitigate these problems. Furthermore, the study identifies key causes of operational issues and proposes a prioritized action plan. Research limitations/implications The limitation of this research is its restriction to a single case. The external validity of the results and generalizability to other organizational contexts may be compromised due to the lack of case diversity. The fact that the research focuses on a single company, even if it is a large multinational company, may limit the applicability of the findings to different sectors, sizes and organizational structures, which may be an opportunity for future research. Practical implications The findings suggest that the integrated approach of DMAIC and agile methodology contributes to a culture of continuous improvement and operational efficiency. The systematic collection and analysis of data enhance evidence-based decision-making, providing a robust foundation for strategic and operational choices. Moreover, the successful integration of methodologies presents a comprehensive framework applicable to diverse organizational challenges. Originality/value The paper applies action research to understand and address operational challenges, emphasizing practical solutions. The integration of DMAIC and agile enhances the depth of process analysis, enabling the identification, implementation and control of improvements. This study offers a significant contribution both to practitioners, providing practical implications, and to academics, enriching the Lean Six Sigma and agile body of knowledge.
Digital transformation has emerged as a significant driver of innovation globally, with Gulf Cooperation Council (GCC) nations actively participating in this evolution. This systematic review provides a comprehensive assessment of the digital transformation in the GCC’s oil and gas sector over the past decade. Through a rigorous bibliometric analysis of 505 documents sourced from the SCOPUS database, this study examines trends in research outputs, affiliations, and publication types. The analysis reveals dynamic trends in research outputs, with the GCC showing a substantial growth in publications in recent years, particularly mirroring global trends, albeit on a smaller scale. Despite this progress, GCC publications in 2023 represent approximately 30% of the decade’s total, reflecting opportunities for increased research investment and international collaboration to enhance scientific output. Key findings highlight the United Arab Emirates as a leading contributor with (35%) of publications, followed by Saudi Arabia (29%) and Kuwait (26%). Oman, Bahrain, and Qatar exhibit comparatively fewer publications, suggesting potential areas for increased research focus. Conference papers dominate the scholarly output, comprising 92% of the publications, underscoring their role in disseminating research findings effectively. The top six world-leading research centers in digital transformation in oil and gas were analyzed and found to represent approximately 26% of global publications in the research field. This review contributes to the global discourse on technological adoption, innovation, and sustainable development by synthesizing the existing literature. It emphasizes the imperative of sustained research investment and strategic initiatives to strengthen scientific output in the GCC’s digital transformation of the oil and gas sector. By providing robust analysis and insights into regional contributions, this study informs policymakers, industry leaders, and researchers aiming to advance digital initiatives across the GCC.
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