3,448 research outputs found
Designing Workshops for the Introduction of Lean Enablers to Engineering Programs
AbstractThere is a large and growing body of knowledge regarding so-called Lean best practices, including most recently in the area of program management and systems engineering. However, there is little elaboration of how these documented best practices are to be introduced to a professional workforce. One way of introducing new practices to a workforce is through the use of training workshops. Such workshops often emerge from training programs or consulting arrangements, but there is no well-defined method or framework to systematically design workshops for the implementation of a new body of knowledge.This study focuses on the development of a framework that facilitates the systematic design of workshops focused specifically on the introduction of Lean principles and practices to program management and the professional workforce in a program environment. The framework is based on a thorough review of literature on training, workshop delivery, and Lean principles, as well as empirical evidence obtained from data collection and interactions with training professionals from industry.The framework provides a systematic design process for workshops, including: a) the assessment of the need for a workshop, b) the definition of workshop goals and objectives, c) the definition of workshop topics, d) the development of an agenda and the theoretical content of the workshops, and e) the selection of the right teaching techniques as well as the right simulations and active learning devices. In each of these steps the framework provides content for the prospective educators.The framework is embodied in an Excel-based tool that allows the user to quickly assemble a structure for the workshop, including the topic, an agenda and defined goals, and also the theoretical content about the Lean principles. Another element of the framework is the designation of the organizational hierarchy levels to be addressed, with educational techniques adapted to each level. The framework was validated through interactions with training professionals in a large automobile manufacturer, and using subject matter experts from a variety of industrial sectors
Enhancing Faculty Competency in Lean Thinking Bodies of Knowledge
The Lean Aerospace Initiative’s (LAI) Educational Network (EdNet) established in 2002 is
comprised of 32 universities who share a common interest to collaborate on developing and
deploying curriculum for teaching lean six sigma fundamentals. Supported by a small staff
centered at MIT, collaborating faculty have developed a week-long LAI Lean Academy®
course, and delivered it to multiple audiences on-campus and in industry and government. The
topics of the course map to many CDIO syllabus topics, and the pedagogy and assessment
methods have borrowed on the CDIO knowledge base. This paper reports on this undertaking
and on the extent to which it has contributed to developing faculty competency for teaching Lean
Thinking in engineering and management. Results from this study reveal that instructors have
significantly improved their competency to teach Lean Thinking during their affiliation with the
LAI EdNet. On average, the instructors’ proficiency in twelve Lean Enterprise knowledge areas
has increased a full level, from 3.2 to 4.2, on the CDIO Syllabus MIT Activity Based Proficiency
Scale. The instructors report that collaboration on conceiving, developing and implementing the
curriculum has been the most valuable EdNet activity for increasing their competency
Transitioning to a Lean Enterprise: A Guide for Leaders, Volume III, Roadmap Explorations
Volume III of this guide may be used as an in-depth reference source for acquiring deep knowledge about many of the aspects of transitioning to lean. Lean change agents and lean implementation leaders should find this volume especially valuable in preparing their organizations for the lean transformation and in developing and implementing an enterprise level lean implementation plan. The richness and depth of the discussions in this volume should be helpful in charting a course, avoiding pitfalls, and making in-course corrections during implementation. We assume that the reader of Volume III is familiar with the history and general principles of the lean paradigm that are presented in Volume I, Executive Overview. A review of Volume II, Transition to Lean Roadmap may be helpful prior to launching into Volume III. For those readers most heavily involved in the lean transformation, all three volumes should be understood and referenced frequently
Enablers for lean process sustainability within South African manufacturing industries
James Womack and his colleagues Daniel Jones and Daniel Roos changed the way western civilization approached manufacturing. In 1990, they published a book called ‘The Machine That Changed the World: The Story of Lean Production’. It was a concept that had slowly filtered from the east but had not made its mark on the manufacturing sector. The concept of lean, born out of the Japanese Toyota Manufacturing System, was first thought to be impossible to duplicate outside of Japan. Since Womack and company popularised this “new” way of producing goods and delivering services it spread across industries finding popularity in the medical, engineering, accounting and especially the manufacturing industries. Over the last few decades lean practices has been synonymous with efficiency, cost reduction, supply chain optimisation and innovative problem solving (Anvari Norzima, Rosnah, Hojjati and Ismail, 2010; Pieterse et al., 2010; Womack et al., 1990). Lean process implementation has been researched in abundance, as has failed attempts at lean implementation. The purpose of this study was to identify and assess enablers of lean sustainability in organisations where lean processes are already being implemented. The literature study found Organisational Culture, Leadership, Employee Engagement and Trade Unions participation as factors that contributed to successful lean implementations. The author developed a model to test Organisational Culture, Leadership, Employee Engagement and Trade Unions as enablers to sustain lean practices in organisations in South Africa’s manufacturing industries. The results proved that Organisational Culture, Leadership and Employee Engagement were considered enablers for lean sustainability. These three enablers have an interlinked relationship and together help sustainability. Lacking just one factor would surely result in unsustainable lean practices. The study was conducted in the quantitative paradigm, as the hypothesised relationship was statistically tested. The data was collected from a homogenous group via an email sent with a link to the questionnaire. The data was statistically analysed with Statistica software and Microsoft Excel
Development of a lean principles framework for ERP implementation process
The aim of this research is to develop a novel framework based on lean
principles and tools to be exploited in managing ERP implementation processes
in order to enhance the overall success rate of the implementation project,
which in turn minimises cost and time overruns. The framework consists of
three stages built in a logical sequence taking into consideration the
requirements of ERP projects implementations and the lean transformation
principles.
The first stage starts with an assessment model to measure the organisational
readiness for implementing ERP system using leanness assessment approach.
The second stage of the framework introduces the use of the Obeya lean tool
along with a change management model to help visualize and streamlining the
process of ERP implementation. In the final stage, a value stream mapping
technique is used to identify potential waste occurrence and eliminate non-value
adding activities from the process. As a result, a new eight stages ERP
implementation process is developed and presented with descriptions on the
activities encompassed in each stage.
A research methodology consisting of four major phases was employed to
attain the targeted objectives of the research; beginning with project initiation
and contextual definition followed by data collection and field study. The data
acquired from the previous two phases were used to conduct a thorough
analysis from which key findings were drawn and used in the creative
development of the readiness assessment model and the framework. Finally,
elementary aspects of the framework were put to scrutiny through live case
studies and professional expert judgement. The author made use of both
qualitative and quantitative research measures.
A validation for the ERP readiness assessment model is conducted initially on
three case studies, and then the whole framework is validated through two other
case studies and experts’ judgments. The results and overall feedback reflected
a high level of acceptance of the framework structure and approach. The novel
framework has the capability to improve the ERP implementation process
providing it is utilised fully. It helps organisation to successfully deliver ERP
systems on time, on budget, and with the required functionalities with high-level
of acceptance from all stakeholders
Lean thinking in healthcare services: learning from case studies
JEL: D22, I12Healthcare organisations, especially in public sector, have been adopting Lean
management practices with increasing outcomes’ evidences in several parts of the
world, since the beginning of this century.
However, Lean deployment in Healthcare services has been addressed in the literature
in a surgical way by an array of case reports addressing the “hard” side of Lean
deployment, sometimes with no result’s consistency or even follow-up analysis.
This thesis seek to add to the operational side of Lean deployment in Healthcare, a
complementary understanding of Lean deployment approaches, addressing both “hard”
and “soft” sides, identifying the real constraints of Lean in Healthcare sector and the
sustainability factors. Supported by two main literature reviews and a multi-case
approach, a deep research on the eligible Portuguese cases was conducted answering
the questions: (i) What are the different outcomes from Lean deployment in
Healthcare?; (ii) What are the barriers to Lean implementation in Healthcare?; (iii)
What enables Lean implementation in Healthcare?; (iv) What are the risks of Lean in
Healthcare?; (v) How to measure Lean achievements in Healthcare services?; and (vi)
How to develop a sustainable Lean culture?
This contribution to the academic debate on Lean deployment in Healthcare creates
clarity on what can be called Lean practices in Healthcare settings under the light of the
concept’s founders; what pattern of a Lean deployment journey was followed by
Healthcare organisations; and how different cultural (organisational and national)
contexts can influence the pace in pursuing that pattern.As organizações de saúde, nomeadamente públicas, têm vindo a adoptar práticas de
gestão Lean com crescente evidência de resultados em várias partes do mundo, desde o
início deste século.
Contudo, a aplicação do Lean em serviços de saúde tem tido um tratamento cirúrgico na
literatura, recaindo apenas nos aspectos “hard” e sem grande consistência ou
seguimento de resultados .
Esta tese pretende acrescentar aos aspectos “hard” do Lean, um entendimento
complementar juntando os aspectos “hard” e “soft”, identificando as restrições e
factores de sustentabilidade da aplicação do Lean no sector da saúde. Tendo por base
duas revisões bibliográficas primordiais e uma abordagem empírica multi-caso a partir
de casos portugueses elegíveis, esta tese fornece respostas às questões: (i) Quais os
diferentes resultados da aplicação do Lean na Saúde?; (ii) Quais as barreiras à aplicação
do Lean na Saúde?; (iii) Quais os facilitadores da implementação do Lean na Saúde?;
(iv) Quais os riscos do Lean na Saúde?; (v) Como medir a implementação do Lean na
Saúde; e (vi) como desenvolver uma cultura Lean sustentável?
Este contributo para o debate académico sobre a aplicação do Lean na Saúde introduz
clareza sobre o que pode ou não ser chamado de práticas Lean na Saúde tendo como
referência os conceitos dos fundadores; que padrão de implementação é seguido pelas
organizações; e de que forma diferentes contextos culturais (nacionais e
organizacionais) influenciam o ritmo desse padrão de implementação
A Building Information Modeling (BIM)-centric Digital Ecosystem for Smart Airport Life Cycle Management
An increasing number of new airport infrastructure construction and improvement projects are being delivered in today\u27s modern world. However, value creation is a recurring issue due to inefficiencies in managing capital expenditures (CapEx) and operating expenses (OpEx), while trying to optimize project constraints of scope, time, cost, quality, and resources. In this new era of smart infrastructure, digitalization transforms the way projects are planned and delivered. Building Information Modeling (BIM) is a key digital process technique that has become an imperative for today\u27s Architecture, Engineering, Construction and Operations (AECO) sector. This research suggests a BIM-centric digital ecosystem by detailing technical and strategic aspects of Airport BIM implementation and digital technology integration from a life cycle perspective. This research provides a novel approach for consistent and continuous use of digital information between business and functional levels of an airport by developing a digital platform solution that will enable seamless flow of information across functions. Accordingly, this study targets to achieve three objectives: 1- To provide a scalable know-how of BIM-enabled digital transformation; 2- To guide airport owners and major stakeholders towards converging information siloes for airport life cycle data management by an Airport BIM Framework; 3- To develop a BIM-based digital platform architecture towards realization of an airport digital twin for airport infrastructure life cycle management. Airport infrastructures can be considered as a System of Systems (SoS). As such, Model Based Systems Engineering (MBSE) with Systems Modeling Language (SysML) is selected as the key methodology towards designing a digital ecosystem. Applying MBSE principles leads to forming an integrating framework for managing the digital ecosystem. Furthermore, this research adopts convergent parallel mixed methods to collect and analyze multiple forms of data. Data collection tools include extensive literature and industry review; an online questionnaire; semi-structured interviews with airport owner parties; focus group discussions; first-hand observations; and document reviews. Data analysis stage includes multiple explanatory case study analyses, thematic analysis, project mapping, percent coverage analysis for coded themes to achieve Objective 1; thematic analysis, cluster analysis, framework analysis, and non-parametric statistical analysis for Objective 2; and qualitative content analysis, non-parametric statistical analysis to accomplish Objective 3. This research presents a novel roadmap toward facilitation of smart airports with alignment and integration of disruptive technologies with business and operational aspects of airports. Multiple comprehensive case study analyses on international large-hub airports and triangulation of organization-level and project-level results systematically generate scalable technical and strategic guidelines for BIM implementation. The proposed platform architecture will incentivize major stakeholders for value-creation, data sharing, and control throughout a project life cycle. Introducing scalability and minimizing complexity for end-users through a digital platform approach will lead to a more connected environment. Consequently, a digital ecosystem enables sophisticated interaction between people, places, and assets. Model-driven approach provides an effective strategy for enhanced decision-making that helps optimization of project resources and allows fast adaptation to emerging business and operational demands. Accordingly, airport sustainability measures -economic vitality, operational efficiency, natural resources, and social responsibility- will improve due to higher levels of efficiency in CapEx and OpEx. Changes in business models for large capital investments and introducing sustainability to supply chains are among the anticipated broader impacts of this study
Active Learning Strategies for Teaching Lean Thinking
Active learning is a method of designing instruction so that classroom students are actively involved in learning concepts and content. Instead of casting students into the role of passive listener, active learning techniques strive to engage learners in reading, writing, discussing and doing things to connect the learners to the material. The Lean Aerospace Initiative sponsored the development of a foundational LAI Lean Academy® course about lean concepts. The class is targeted for an audience with little or no experience in lean concepts and it was designed with a learner-centered focus using active learning techniques. Several strategies used successfully in this class will be described in this paper, specifically: plant tours, the supply chain puzzle, mechanical assembly for lean engineering and interviews/out briefs. Results from student feedback indicate that class participants enjoy the active learning segments of the class much better than modules that are mostly lecture-based
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