Systematic personnel participation for logistics improvement: A case study

García-Arca, Jesús; Prado, José Carlos Prado

doi:10.1002/hfm.20246

Cited by 23 publications

(21 citation statements)

References 64 publications

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“…In this context, García-Arca and Prado-Prado [62] propose an organisational structure based on two types of working teams: implementation teams and improvement teams. The job of the implementation team is to define, direct and monitor the continuous improvement process.…”

Section: Phase 2 (Applied Phase): Implementing the Methodologymentioning

confidence: 99%

Increasing Competitiveness through the Implementation of Lean Management in Healthcare

Prado

García-Arca

Fernández-González

et al. 2020

IJERPH

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The main aim of this paper was two-fold: first, to design a participative methodology that facilitates lean management implementation in healthcare by adopting the action research approach; second, to illustrate the usefulness of this methodology by applying it to the sleep unit of a public hospital in Spain. This methodology proposes the implementation of lean management in its broadest sense: adopting both lean principles and some of its practical tools or practices in order to achieve competitive advantage. The complete service value chain was considered when introducing changes through lean management implementation. This implementation involved training and involving staff in the project (personnel pillar), detecting and analysing “waste” in value chain processes (processes pillar) and establishing control and measurement mechanisms in line with objectives (key performance indicators pillar) and putting in place improvement actions to achieve these objectives. The application of this methodology brought about an improvement in the management of patient flow in terms of effectiveness, efficiency and quality but also an internal transformation towards lean culture.

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Section: Phase 2 (Applied Phase): Implementing the Methodologymentioning

confidence: 99%

Increasing Competitiveness through the Implementation of Lean Management in Healthcare

Prado

García-Arca

Fernández-González

et al. 2020

IJERPH

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“…This approach is appropriate when studying managerial processes, because the boundaries between the phenomenon and its context are not clearly evident (participation and competitiveness). In this sense, the collaboration between practitioners and researchers to enrich understanding by means of the Case Study methodology is interesting in operations management (Coughlan, Draaijer, Godsell & Boer, 2016), particularly, in operations in services companies (García-Arca & Prado-Prado, 2011).…”

Section: Objectives and Methodologymentioning

confidence: 99%

“…Rapp and Eklund (2007) Much of the recent literature on continuous improvement and participation systems, employs either case studies (mostly in the industrial sector), or analysis in a geographical or sectorial context. In the services sector, there are some studies in public companies (Arlbjørn, Freytag & de Haas, 2011;Di Pietro et al, 2013;Neumann, Mothersell & Motwani, 2015), in distribution companies (García-Arca & Prado-Prado, 2011;, and in the health sector (Anand, Chhajed & Delfin, 2012;Prado-Prado, Fernández-Pérez & Mosteiro-Añón, 2013).…”

Section: Drivers For Structuring Staff Participationmentioning

confidence: 99%

“…A literature review carried out by the authors identifies eight main drivers that facilitate competitiveness' improvement through employee participation based on "continuous improvements" projects (Marín-García et al, 2008;Sherrer-Rathje et al, 2009;Marín-García & Bautista-Poveda, 2010;García-Arca & Prado-Prado, 2011;Prado-Prado et al, 2012;Jaca, Viles, Mateo & Santos, 2012;Lam et al, 2015;Jurburg, Viles, Tanco & Mateo, 2016):…”

Section: Drivers For Structuring Staff Participationmentioning

confidence: 99%

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Promoting structured participation for competitiveness in services companies

García-Arca

Prado

Fernández-González

2018

JIEM

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Purpose:To identify the main drivers that facilitate the successful deployment of a participation program aimed at improving competitiveness, as a prior step to analyze and discuss the implementation of these drivers in three services companies.Design/methodology/approach: The selection of the drivers was based on a "content analysis" of recent literature (2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017). To test the level of deployment of these drivers, the "case study" technique was chosen. The authors have selected two public transport companies and one bank, which have more than twenty years' experience in the development of participation programs. Findings:From the case studies analysis, we conclude that participation can successfully improve a company's competitiveness, provided that the drivers are developed with this specific aim. Thus, the analysis of these drivers allows to identify some gaps in aspects such as, the extension of participation throughout the company, the methodology adopted in the deployment of participation programs, the organizational structure for monitoring the program tasks, the reward/recognition systems and, especially, the implementation of KPIs for connecting participation and competitiveness.Research limitations/implications: This paper is based on a review of current literature, the analysis of three case studies, and our own personal experience. Our observations and comments may be qualified by future investigation with an increased sample of companies. Practical implications:This paper could be of interest to companies due to outlines the drivers that are critical to implementing participation programs focused on competitiveness. This could help companies that are thinking of implementing such programs, or those that are unhappy with their current programs, to re-design their plans in line with their business strategy. Originality/value:The main contribution of this paper lies in its theoretical and applied approach, analyzing in a comparative and longitudinal way the deployment of the drivers in services companies. This analysis allows the identification of strengths and weaknesses in the implementation of these participation programs focused on competitiveness.This combined and comparative approach is considered especially novel in the academic and professional world. Likewise, the analysis of companies with a longstanding history in their participation programs is also relevant, particularly, in the services sector.

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“…Within participatory ergonomics, employees and other stakeholders are systematically involved in the data collection and development processes (Kuorinka, ; Nagamachi, ). In their study, García‐Arca and Prado‐Prado () listed the careful planning of activities with follow‐up dynamics and the adoption of a suitable organizational structure as the key cornerstones of a successful participative development process in a logistics company.…”

Section: Introductionmentioning

confidence: 99%

Delivery Truck Drivers’ Work Outside Their Cabs: Ergonomic Video Analyses Supplemented with National Accident Statistics

Reiman

Putkonen

Nevala

et al. 2014

Hum Ftrs & Erg Mfg Svc

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Delivery truck drivers’ work contains various physically and psychosocially demanding work situations. Fifteen drivers’ and 8 other stakeholders’ identifications of such work situations were examined by video analyses in this study. The identifications were analyzed in‐depth by the researchers and compared with statistics on 3,507 accidents in the Finnish trucking industry. The aim was to determine what kind of identifications were made and to what degree the identifications coincided among the participants and with the accident statistics. The drivers’ identifications differed from the statistics data. The statistics showed a significantly higher relative frequency of movement‐related situations. However, the identifications also included risks for future workload‐related musculoskeletal disorders. Most commonly, these were emphasized during manual materials handling. The participation of different interest groups seems to increase the amount of relevant information obtained. Nonetheless, the age of the evaluator seems not to affect the analyses.

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Systematic personnel participation for logistics improvement: A case study

Cited by 23 publications

References 64 publications

Increasing Competitiveness through the Implementation of Lean Management in Healthcare

Increasing Competitiveness through the Implementation of Lean Management in Healthcare

Promoting structured participation for competitiveness in services companies

Delivery Truck Drivers’ Work Outside Their Cabs: Ergonomic Video Analyses Supplemented with National Accident Statistics

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