Work Organisation and Innovation - Case Study: LHT, Germany

[Excerpt] Lufthansa Technik AG (LHT) provides aircraft-related technical services to a worldwide customer base comprising airlines, aircraft leasing companies, maintenance organisations, and operators of business and VIP aircrafts. Besides the maintenance, repair, and overhaul (MRO) services that form the organisation’s core business, activities also include development and production activities, as well as logistics

Lean implementation to improve scheduling for a multi-cell manufacturing facility

Includes bibliographical references

Manufacturing System Lean Improvement Design Using Discrete Event Simulation

Lean manufacturing (LM) has been used widely in the past for the continuous improvement of existing production systems. A Lean Assessment Tool (LAT) is used for assessing the overall performance of lean practices within a system, while a Discrete Event Simulation (DES) can be used for the optimization of such systems operations. Lean improvements are typically suggested after a LAT has been deployed, but validation of such improvements is rarely carried out. In the present article a methodology is presented that uses DES to model lean practices within a manufacturing system. Lean improvement scenarios are then be simulated and investigated prior to implementation, thereby enabling a systematic design of lean improvements

The impact of lean practices on inventory turnover

Lean manufacturing (LM) is currently enjoying its second heyday. Companies in several industries are implementing leanpractices to keep pace with the competition and achieve better results. In this article, we will concentrate on how companies can improve their inventoryturnover performance through the use ofleanpractices. According to our main proposition, firms that widely apply leanpractices have higher inventoryturnover than those that do not rely on LM. However, there may be significant differences in inventoryturnover even among lean manufacturers depending on their contingencies. Therefore, we also investigate how various contingency factors (production systems, order types, product types) influence theinventoryturnoveroflean manufacturers. We use cluster and correlation analysis to separate manufacturers based onthe extent of their leanness and to examine the effect of contingencies. We acquired the data from the International Manufacturing Strategy Survey (IMSS) in ISIC sectors 28–35

BIM adoption and implementation for architectural practices

Severe issues about data acquisition and management arise during the design creation and development due to complexity, uncertainty and ambiguity. BIM (Building Information Modelling) is a tool for a team based lean design approach towards improved architectural practice across the supply chain. However, moving from a CAD (Computer Aided Design) approach to BIM (Building Information Modelling) represents a fundamental change for individual disciplines and the construction industry as a whole. Although BIM has been implemented by large practices, it is not widely used by SMEs (Small and Medium Sized Enterprises). Purpose: This paper aims to present a systematic approach for BIM implementation for Architectural SMEs at the organizational level Design/Methodology/Approach: The research is undertaken through a KTP (Knowledge transfer Partnership) project between the University of Salford and John McCall Architects (JMA) a SME based in Liverpool. The overall aim of the KTP is to develop lean design practice through BIM adoption. The BIM implementation approach uses a socio-technical view which does not only consider the implementation of technology but also considers the socio-cultural environment that provides the context for its implementation. The action research oriented qualitative and quantitative research is used for discovery, comparison, and experimentation as it provides �learning by doing�. Findings: The strategic approach to BIM adoption incorporated people, process and technology equally and led to capacity building through the improvements in process, technological infrastructure and upskilling of JMA staff to attain efficiency gains and competitive advantages. Originality/Value: This paper introduces a systematic approach for BIM adoption based on the action research philosophy and demonstrates a roadmap for BIM adoption at the operational level for SME companie

Applying Toyota production systemprinciples and tools at the Ghent University hospital

For the last decades many organizations started using Lean as their major business strategy for organizing and improving their operational activities. Results in manufacturing have been very good, but nowadays also service and office environments start to realize that the Toyota Production System, which is the basis of Lean, is a universal approach. Healthcare institutions in the U.K. and the U.S.A. have already been applying lean principles to some degree. This paper describes the findings of our exploratory research on lean in service and healthcare showing how one department from the Ghent University Hospital in Belgium started to implement lean, resulting in significant performance improvements. After a brief discussion on the different elements of the Toyota Production System, we will show how they were adapted and applied in a service environment

Implementing lean: UK culture and systems change

For the IGLC 12 Conference the authors reported the results of implementing Last PlannerTM methods with a large UK contracting company. The projects studied demonstrated some success but also some cultural, organizational and systemic barriers to its effective implementation. Alarcon and Conte’s White Paper for the IGLC11 conference discussed these issues and invited researchers to consider them. In response, the authors have reflected upon and critically re-analysed the research as a means to refocus their future work in implementing Lean Construction methods in UK construction. Based on a review of the literature on construction culture we have identified theoretical factors that, together with Alarcon and Conte's list of critical organizational elements, provide a framework against which the results of the research have been considered. We conclude that the implementation of Last Planner was hindered by not fully considering cultural, organizational and systemic problems and by failing to recognize how deepseated these problems could be. We intend, in future projects, to take a more considered, and wider approach to Lean Construction (possibly using the LCI’s Lean Project Delivery System) and to focus our attention upon construction ventures where efforts at culture change have already started - in particular, where strategic partnering arrangements are in place

Factors influencing employee perceptions in lean transformations

The purpose of the study was to investigate employee perceptions during a lean transformation1. The combination of case study and survey methodologies was used to define elements influencing the perceived lean success of shop floor employees. According to our findings, belief, commitment, work method and communication all have a considerable direct impact on workers’ perceptions of lean success. However, their effects are very different based on the scope and focus of changes that is influenced by process characteristics. Perceptions regarding successful lean transformation during a moderate reorganisation of the company’s welding plant, where mainly males work, are affected only by commitment and work method, whereas the deep reorganisation of the sewing plant (populated by female employees) is only influenced by belief and communication