SimLean: Utilising simulation in the implementation of lean in healthcare

Robinson, Stewart; Radnor, Zoe; Burgess, Nicola; Worthington, Claire

doi:10.1016/j.ejor.2011.12.029

Cited by 216 publications

(166 citation statements)

References 48 publications

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“…In fact, given a fixed budget of time, a modeller may choose not to involve clients in model building, but instead reuse an existing or generic simulation model (Bowers, Ghattas, & Mould, 2012;Fletcher & Worthington, 2009;Robinson, et al, 2004). For example, the time saved by reusing a model of a whole hospital could instead be used for experimentation (Günal & Pidd, 2011) or, where no time is available for model building, pre-built models could be used to rapidly educate clients in approaches to improvement, for instance in lean (Robinson, Radnor, Burgess, & Worthington, 2012). Given that reuse is occurring in practice, it is important to understand how client learning is influenced by the reduced involvement in model building and the increased opportunity for experimentation offered by model reuse.…”

Section: Introductionmentioning

confidence: 99%

Learning from discrete-event simulation: Exploring the high involvement hypothesis

Monks

Robinson

Kotiadis

2014

European Journal of Operational Research

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Discussion of learning from discrete-event simulation often takes the form of a hypothesis stating that involving clients in model building provides much of the learning necessary to aid their decisions. Whilst practitioners of simulation may intuitively agree with this hypothesis they are simultaneously motivated to reduce the model building effort through model reuse. As simulation projects are typically limited by time, model reuse offers an alternative learning route for clients as the time saved can be used to conduct more experimentation. We detail a laboratory experiment to test the high involvement hypothesis empirically, identify mechanisms that explain how involvement in model building or model reuse affect learning and explore the factors that inhibit learning from

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Section: Introductionmentioning

confidence: 99%

Learning from discrete-event simulation: Exploring the high involvement hypothesis

Monks

Robinson

Kotiadis

2014

European Journal of Operational Research

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“…Sohal sees Lean Manufacturing as a working belief that does not necessitate organizations to change to whole system, only to adjust it to suit their business culture (13). Radnor on the other hand, defined Lean Manufacturing as a management practice based on the philosophy of continuously improving processes by either increasing customer value or reducing non-value adding activities (Muda), process variation (Mura), and poor work conditions (Muri) (14). However, it is worth noting that every change is subjected to resistance, so does the change towards Lean Manufacturing.…”

Section: Lean Manufacturingmentioning

confidence: 99%

Investigation of the prominent barriers to lean manufacturing implementation in Malaysian food and beverages industry using Rasch Model

Khusaini

Ismail

Rashid

2016

IOP Conf. Ser.: Mater. Sci. Eng.

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Abstract. This paper presents a preliminary study on the prominent barriers to lean manufacturing implementation in Malaysian Food and Beverages Industry. A survey was carried out to determine the most prominent barriers of lean manufacturing implementation that are currently being faced in this industry. The amount of barriers identified for this study is twenty seven. Out of 1309 available organizations, a total of 300 organizations have been randomly selected as respondents, and 53 organizations responded. From the variable map, the analysis shows that, the negative perception towards lean manufacturing top the list as the most agreeable barrier, while the technical barriers came after it. It can also be seen from the variable map that averagely, lack of vision and direction is the barrier that is being faced. Finally, this is perhaps the first attempt in investigating the prominent barriers to Lean Manufacturing implementation in Malaysian food and beverages industry using Rasch Model.

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“…The logical structure of the models was developed after studying and comparing the findings in the available literature [41][42][43][44][45][46] and previous research work [47,48].…”

Section: Simulation Models Of Lean Gamesmentioning

confidence: 99%

Motivational Lean Game to Support Decision between Push and Pull Production Strategy

Herakovič¹,

Metlikovic²,

Debevec³

2014

Int. j. simul. model.

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In this paper, we present and propose the interactive push-pull lean game with a specific approach for training/testing of production processes. With our approach of combining the psychologically effective physical lean game and the simulation lean game for deeper analyses of the production process, we can successfully overcome the communication and motivation problems of production and management workers when new production strategies are being introduced into the company to raise the competitiveness. The game only takes two hours and it has been proven to be effective with leadership teams and shop floor workers alike in more than 50 real-case production environments. The game is played in two parts where each part is in sharp contrast to the other with respect to results. Once the participants of the game see the effects of both production strategies, they become extremely engaged and motivated, and it becomes much easier to manage organizational improvements. In the third chapter of the paper, we present the Virtual factory computer models of the game dynamic, showing the same results as obtained with groups. The two simulation models serve to test and verify the interactive game. The paper ends with the discussion and conclusions.

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SimLean: Utilising simulation in the implementation of lean in healthcare

Cited by 216 publications

References 48 publications

Learning from discrete-event simulation: Exploring the high involvement hypothesis

Learning from discrete-event simulation: Exploring the high involvement hypothesis

Investigation of the prominent barriers to lean manufacturing implementation in Malaysian food and beverages industry using Rasch Model

Motivational Lean Game to Support Decision between Push and Pull Production Strategy

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