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Jones, Capers; Medlen, N.; Merlo, C.; Robertson, Margaret; Shepherdson, John

doi:10.1023/a:1009634706576

Cited by 29 publications

(2 citation statements)

References 4 publications

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“…Lean construction has its origin from the Toyota Production System, implemented in Japan's automotive industry after the Second World War (Jones et al, 1999). Lean in construction aims to improve project delivery and increase perceived value for the customer.…”

Section: Visual Lean Planning Theorymentioning

confidence: 99%

Visual Lean planning tools in the construction industry: A Norwegian case study

Witte

Kokkula

Müller

2022

INCOSE International Symp

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Despite being the world's most significant contributor to the global Gross Domestic Product, the construction industry has untapped potential in its productivity, with frequent project delays and conflicts. Thus, a growing number of contractors implement visual Lean tools, such as the Last Planner® System (LPS). The paper explores the essential visual Lean planning elements to increase the cohesion between planning and production in construction projects through a project case study and lessons learned in the industry. The research indicates that look-ahead plans, soundness checks, early phase planning, BIM models, and applying visual Lean planning in both the design and production phases are critical success factors when using the LPS.

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Section: Visual Lean Planning Theorymentioning

confidence: 99%

Visual Lean planning tools in the construction industry: A Norwegian case study

Witte

Kokkula

Müller

2022

INCOSE International Symp

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“…17,18 These techniques would be anticipated to decrease the clutter, errors, delays, and frustrations that plague many contemporary EDs. 19 To be effective, Lean requires a significant cultural shift in most hospitals and thus requires high-level administrative support.…”

Section: Background On Lean Thinkingmentioning

confidence: 99%

Application of Lean principles to improve early cardiac care in the emergency department

Piggott

Weldon

Strome

et al. 2011

CJEM

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Objective: To achieve our goal of excellent emergency cardiac care, our institution embarked on a Lean process improvement initiative. We sought to examine and quantify the outcome of this project on the care of suspected acute coronary syndrome (ACS) patients in our emergency department (ED). Methods: Front-line ED staff participated in several rapid improvement events, using Lean principles and techniques such as waste elimination, supply chain streamlining, and standard work to increase the value of the early care provided to patients with suspected ACS. A chart review was also conducted. To evaluate our success, proportions of care milestones (first electrocardiogram [ECG], ECG interpretation, physician assessment, and acetylsalicylic acid [ASA] administration) meeting target times were chosen as outcome metrics in this before-and-after study. Results: The proportion of cases with 12-lead ECGs completed within 10 minutes of patient triage increased by 37.4% (p , 0.0001). The proportion of cases with physician assessment initiated within 60 minutes increased by 12.1% (p 5 0.0251). Times to ECG, physician assessment, and ASA administration also continued to improve significantly over time (p values , 0.0001). Post-Lean, the median time from ECG performance to physician interpretation was 3 minutes. All of these improvements were achieved using existing staff and resources. Conclusions: The application of Lean principles can significantly improve attainment of early diagnostic and therapeutic milestones of emergency cardiac care in the ED. RÉ SUMÉObjectif : Pour atteindre notre objectif d'excellence en soins d'urgence cardiaque, notre é tablissement a mis sur pied une initiative d'amé lioration du processus Lean. Nous nous sommes attaché s à é tudier et à quantifier les ré sultats de ce projet en lien avec les soins aux patients soupç onné s d'ê tre atteints de syndrome coronarien aigu (SCA) dans notre service des urgences (SU). Mé thodes : Le personnel de premiè re ligne du SU a participé à plusieurs é vé nements d'amé lioration rapide constitué s des principes et techniques Lean : é limination du gaspillage (temps, ressources), allé gement de la chaîne logistique, travail standard, et ce, pour augmenter la qualité des soins pré coces fournis aux patients chez qui on soupç onne un SCA. Une revue des dossiers a é galement é té mené e. Pour é valuer notre succè s, nous avons choisi, comme mesure des ré sultats dans cette é tude « avant-aprè s », la proportion des é tapes de soins (premier é lectrocardiogramme [ECG], interpré tation de l'ECG, é valuation par le mé decin et administration d'acide acé tylsalicylique [AAS]) respectant le temps visé .

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The lean manufacturing enterprise: An emerging sociotechnological system integration

Paez

Dewees

Genaidy

et al. 2004

Hum Ftrs & Erg Mfg Svc

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Lean production represents a change in production system paradigm that calls for integration of the human and technological practices. This article reviews previous models of lean production that concentrated mainly on some distinct features of its philosophy, organization, and techniques and presents a framework of lean production as a sociotechnological system. The proposed framework provides an integrated view based on the interactions of human and technological elements. The lean enterprise is viewed as a dynamic process that translates its goals (zero waste, flow, and pull) into combined techniques that should be implemented throughout the entire organization.

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Untitled

Cited by 29 publications

References 4 publications

Visual Lean planning tools in the construction industry: A Norwegian case study

Visual Lean planning tools in the construction industry: A Norwegian case study

Application of Lean principles to improve early cardiac care in the emergency department

The lean manufacturing enterprise: An emerging sociotechnological system integration

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