Towards a hospital leanness assessment tool: A review

Joubert, Bronwyn; Bam, Wouter

doi:10.1109/ice/itmc49519.2020.9198396

Cited by 2 publications

(1 citation statement)

References 44 publications

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“…Further to this, the FRM is being extended with various policy contexts such as, capacity planning (Lin et al , 2019), improving business performance (Laosirihongthong et al , 2018) and Productivity (Peirera et al , 2020), Flow improvements (Visser and Visagie, 2018), Lead-time reduction (Abideen and Mohamad, 2019), Cost-benefit analysis (Benrqya, 2019), responsibility shifting analysis (Mikelson et al , 2019) and sustainability (Burinskiene, 2019) through different approaches such as mathematical modelling, quantitative and VSM. Even the concept has been extended for various industrial sectors across the world such as Construction (Purushothaman et al , 2020), Fast-Moving Consumer Goods (FMCG) (Dixit et al , 2020), Retail hypermarket (Bashir et al , 2020), and Hospitality (Joubart and Bam, 2020) to assess the lean capacity. Due to contemporary e-tailing, managers design customized service practices to cater to individual customer preference by fulfilling on-time-piece-wise demands from FB.…”

Section: Supportive Literaturementioning

confidence: 99%

What should be lean buffer threshold for the forward-reserve warehouse?

Shah

2021

IJPPM

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PurposeThe assorted piece-wise retail orders in a cosmetics warehouse are fulfilled through a separate fast-picking area called Forward Buffer (FB). This study determines “just-right” size of FB to ensure desired Customer Service Level (CSL) at least storage wastages. It also investigates the impact of FB capacity and demand variations on FB leanness.Design/methodology/approachA Value Stream Mapping (VSM) tool is applied to analyse the warehouse activities and mathematical model is implemented in MATLAB to quantify the leanness at desired CSL. A comprehensive framework is developed to determine lean FB buffer size for a Retail Distribution Centre (RDC) of a cosmetics industry.FindingsThe CSL increases monotonically; however, the results concerning spent efforts towards CSL improvement gets diminished with raised demand variances. The desired CSL can be achieved at least FB capacity and fewer Storage Waste (SW) as it shifts towards more lean system regime. It is not possible to improve Value Added (VA) time beyond certain constraints and therefore, it is recommended to reduce Non-Value Added (NVA) order processing activities to improve leanness.Research limitations/implicationsThis study determines “just-right” capacity and investigates the impact of buffer and demand variations on leanness. It helps managers to analyse warehouse processes and design customized distribution policies in food, beverage and retail grocery warehouse.Practical implicationsProposed buffering model offers customized strategies beyond pre-set CSL by varying it dynamically to reduce wastages. The mathematical model deriving lean sizing and mitigation guidelines are constructive development for managers.Originality/valueThis research provides an inventive approach of VSM model and Mathematical algorithm endorsing lean thinking to design effective buffering policies in a forward warehouse.

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