Continuous Process Improvement in IT Service

This project focuses on reducing the number of defects encountered in the software development process at Capgemini. According to the project manager, the major problem the IT company is facing is the tardiness in software delivery. Rework is detected as the major reason for project delivery delays. After collecting data in the development process, a series of statistical process control (SPC) techniques are applied to analyze the system and to provide solutions for continuous process improvement

Metric Development for Continuous Process Improvement

Air Force Smart Operations for the 21st Century (AFSO21) is not currently being used as effectively as it could be across the Air Force. Instead of trying to simply save money here or cut man-hours there, AFSO21 tools should be used to help the Air Force fly, fight and win better. the Air Force Institute of Technology (AFIT) has developed a methodology to identify specific target areas where continuous process improvement, i.e., AFSO21, can be applied to improve the bottom line of an organization. the first step of this process is to solicit the key performance indicators (KPIs) that best reflect the organization\u27s mission. the second step is to use and/or develop metrics based on those KPIs to measure the organization\u27s mission performance today. the third step is to capture the trends of those KPIs over time to see if the organization is getting better or worse. the final step is to identify the largest performance capability gaps in order to determine where AFSO21 resources should be applied to get the most bang for the buck . the result of this process should give the decision maker the ability to improve the bottom line of an organization by improving its weakest areas. Air Combat Command is used as a case study for the application of this methodology

Continuous Process Improvement at Tinker Air Logistics Complex

The Air Logistics Centers (ALC) represent the Air Force\u27s largest Maintenance, Repair, and Overhaul (MRO) Operations. The ALCs strive to become leaner by reducing Work In Progress (WIP) inventory, reducing flow times, and increasing product quality to meet aircraft and engine demand levels. The Toyota Production System (TPS) is considered the best example of lean manufacturing by many. TPS utilizes the ingenuity of Toyota employees to generate Continuous Process Improvement (CPI). Achieving CPI can aid the ALCs in reducing operating capital while providing increased levels of service. The Air Force as a whole has made several attempts to get lean. Implementing lean tools without fully understanding their underlying philosophy has made it difficult to sustain process improvements. This thesis explores the softer, less tangible conditions that predicate successful CPI. A theoretical model was tested at Tinker ALC to identify focus areas for management. The researcher hypothesized that increased levels of the seven conditions tested would be positively correlated with successful CPI. Focusing on creating these conditions may aid in sustaining improvements. There was no evidence to suggest that any of the seven conditions are not positively correlated with CPI, although the degree of that relationship is very low. The data suggest that having Structured Improvement Processes most significantly impacts successful CPI. Anecdotal evidence also suggest that Drive for Improvement and Direction for Improvement also support CPI, although these conclusions were not supported by the data. Air Logistics Center managers should focus on those three conditions to aid successful CPI efforts in the future

Striving for Continuous Process Improvement - A Construction Case Study

Organisations must constantly monitor, measure, evaluate and improve their processes in order to remain competitive. Construction organisations are no different in this aspect and are increasingly realising the need for process improvement due to external and internal pressures. The construction industry is working towards improving its efficiency by implementing process improvement techniques such as Lean Construction along with information and communication systems. Business processes and information technology are closely associated and better results can be achieved by addressing them in an integrated manner. This paper provides details of a case study where an extensive business process improvement exercise was carried out over a period of five years alongside a major Enterprise Information System implementation. All major organisational units were assessed and its processes were modelled and evaluated with a view to improvement within the lean framework. Finally a continuous process improvement framework was put in place to avoid the risk of stagnation. The lean continuous improvement framework resulted in each organisational unit taking responsibility for their own processes ultimately leading to higher profitability and smoother supply chain processes. The case study also demonstrated that even smaller business units and its processes affected the overall value chain in a major way and the importance to analyse the process interdependencies between organisational units.Peer reviewe

Building Excellence through Shared Governance and Continuous Process Improvement

Abstract Background: Nursing shared governance in the hospital setting is a well-established structure for shared decision-making between staff nurses and nurse leaders to improve nursing practice, quality of care, and patient safety. Establishing effective, shared governance can take several years: new skills must be acquired, new behaviors accepted, and new professional commitments made. Newcomers to shared governance require support, education, and the opportunity to acquire requisite skills; otherwise, interest, commitment, and achievement of desired outcomes cannot be sustained. Local Problem: A large hospital in California established a shared governance structure in 2018. Performance gaps between two high-performing Nursing Unit Councils (NUC) and the other 11 NUCs indicated the need for education and skill-building in performance improvement. Context: The sustainability of shared decision-making, nursing ownership of the practice, and nurse engagement in the organization would be threatened without an environment that supports and generates performance improvement. Interventions: Two comprehensive learning sessions, and a toolkit, introduced shared governance foundational components and a performance improvement framework to engage nurses in process improvement. Outcome Measures: The outcome measures were greater understanding of the IHI Model of Improvement, increased use of performance improvement methodology, and improved perception of shared governance. Results: Knowledge of performance improvement methodology and perceptions of shared governance improved in all focus areas. Familiarity with the IHI Model for Improvement increased by 29%, knowledge of SMART goals by 5%, and utilization of outcome measures by 47%. Staff nurse participation in the development and evaluation of policies rose 18%, staff nurses providing professional and educational programs increased 60%, and staff nurses\u27 access to nursing department goals and objectives improved 17%. Conclusion: Intentional education and development of nurses in performance improvement and shared governance yields mature shared decision-making and effective problem-solving. Keywords: shared governance, decision-making, nursing, performance improvemen

Continuous process improvement applied to an engineering education system

The Engineering education is considered to be a system. Most engineering education systems are under pressure to meet the demands set by its government and private industries . While an expensive student throughput increase is possible, continuous improvement of the education system at all levels will be a more feasible and realistic approach. Within the operation management community a multitude of process improvement champions are competing for the attention of managers (or organisaion leaders). Each champion advocates the adoption of thier improvement methodology. Almost all plead that if one can adopt their specific tools or follow a specific way of thinking, all operation problems can be solved. Most managers (leaders) are however still confused to select the best process improvement methodology for their situation or system’s culture. In this research study several process improvement methodologies were evaluated and related to issues in an engineering education system. The objective is to support heads of an engineering education system with strategic operation decisions to meet future demands. Working through the apparent conflicting claims of performance improvement programs, it was found to critical to concentrate on the primary and secondary effects of these programs. Although each improvement methodology can contribute valuable approaches to an engineering education system, it is still found to be a challenge for leaders to define quality education and set targets for continuous improvements. The finding of this study illustrates that the various continuous improvement process methodologies can be utilised at various levels of the engineering education system. In order to fully maximise the effectiveness of the improvement methodology or initiative the system must be transformed from the traditional engineering education system to a more innovative system which includes process improvement as part of its culture

Multiskilling, Delegation, and Continuous Process Improvement: A Comparative Analysis of U.S.-Japanese Work Organizations

This paper focuses on the following U.S.-Japanese differences in work organizations and labor market practices: in Japanese firms, (i) real decision-making authority is delegated more to lower hierarchical levels, (ii) employees are multiple-skilled, (iii) human capital accumulation is more firm-specific, (iv) labor turnover rate is lower, and (v) continuous process improvement is more prevalent. I present a model that addresses interconnections among three key features of work organizations (multiskilling, delegation, and continuous process improvement), and analyses ways in which they are related to labor market practices. It analyses strategic interactions among firms concerning their choices of the nature of work organizations, and shows that strategic complementarity due to labor market externality can yield the multiplicity of equilibria, which provides a systematic explanation for the U.S.-Japanese differences.Delegation, Multiskilling, Process Improvement, U.S.-Japanese Differences, Work Organization

Utilizing the Power of Continuous Process Improvement in Technical Services

Objective: Examine the efficiency of work processes in the Technical Services Department, with the goal of reducing the turnaround time by 50% or more for three specific processes: (1) acquiring books for requestors; (2) implementing serials title changes; and (3) handling of journal issues from receipt to binding. Method: In summer 2003 the Library initiated a Continuous Process Improvement project. The project’s goal is to reduce time and/or save money by examining and improving work processes. The charge for the Technical Services team is to (1) reduce the turnaround time by 50% or more for firm orders from when the book is ordered to when it reaches the requestor; (2) reduce the time it takes by 50% or more to implement a serials title change, which involves staff throughout the library; and (3) reduce the time it takes by 50% or more for a newly-received journal issue to reach the shelf and eventually be bound. The team is utilizing value-added flow analysis to examine the processes and will make recommendations to management for changes to be implemented in a pilot project. Results: The Team met weekly over four months to identify the specific steps involved in each process, review the time involved in completing each task, analyze whether or not the step added value, and suggest improvements to the process. Team members documented and timed current workflow in spreadsheets and flowcharts. The Team proposed a number of procedural changes and initiatives that were accepted by library management for a five-month pilot project which is now ongoing. Important components of the implementation are establishing procedures for better communication and additional staff training. Conclusion: Value-added flow analysis is a useful tool for continuous process improvement. The Library’s goal of reducing turnaround time by 50% or more for these three specific processes will be achieved, as demonstrated in the pilot project. Technical Services will be better able to serve its internal and external customers. Presented at the Medical Library Association Annual Meeting, Washington, DC, on May 25, 2004

Utilizing the Power of Continuous Process Improvement in Technical Services

In summer 2003 the Lamar Soutter Library initiated a Continuous Process Improvement project. The project’s goal was to reduce time and/or save money by examining and improving work processes. The charge for the Technical Services team was to reduce turnaroud time of certain processes by 50% or more, including (1) book acquisitions (from order to shelving) and (2) implementation of serials title changes. The team utilized value-added flow analysis to examine the processes and then did a six-month pilot project testing their recommendations. The Team met weekly over four months to identify the specific steps involved in each process, review the time involved in completing each task, analyze whether or not the step added value, and suggest improvements to the process. Team members documented and timed current workflow in spreadsheets and flowcharts. The Team proposed a number of procedural changes and initiatives that were accepted by library management for the pilot project. Important components of the implementation were establishing procedures for better communication and additional staff training. The pilot project demonstrated that the streamlined workflow was much more efficient. Value-added flow analysis is a useful tool for continuous process improvement. Technical Services will be better able to serve its internal and external customers