Lean Aircraft Initiative Implementation Workshop: Implementing Cross-Functional Teams in an IPPD Environment

There is an emerging consensus in the Aerospace sector around the importance of Integrated Product and Process Development (IPPD). Now nearly every new program is now established around a set of Integrated Product Teams (IPTs). In order to learn more about the experience to date, 14 teams from across the Lean Aerospace Consortium were brought together. Each team featured a mix of 3-5 organizational representatives. The broad goals of the session included: providing a constructive learning experience for the participants and generating insights that might be of value to the larger consortium.Lean Aerospace Initiativ

Implementing Cross-Functional Teams in an IPPD Environment

Lean Aircraft Initiative Implementation Workshop repor

From Supply Chains to Total Product Systems

The evolution of supply chain management and practice has had an integral and expanding role in contemporary global economic and socio-political change over the past 25 years or so. Thi srole is moving closer to centre stage with the emergence of business models equating to 'total product systems'. The impacts of advanced supply chain practice include driving fundamental changes in approach to product design, the concept of 'product', production methods, distribution, marketing, aftermarket support and end-of-life (EOL) reprocessing. Viewed in their full context, methods in supply chain management (SCM) have major influences on societal functioning and on economic development at global, national and local levels. Even the supply chains for simple products can involve several different industries and link many companies, large and small. Those for complex products may span several technological domains and economic sectors, linking hundreds or sometimes thousands of companies

Lean Implementation Considerations in Factory Operations of Low Volume/High Complexity Production Systems

The researchers of the Lean Aircraft Initiative developed a hypothesized lean implementation model seeking to provide its members guidance on implementing lean transitions in factory operations of low volume/high complexity production systems. The model features four phases: (1) building a lean infrastructure to support lean behavior, (2) redesigning the flow of products in the factory, (3) revamping the operations management and (4) fostering process improvement. An order of implementation is discussed and each phase has implementation steps as well. Following the development of the hypothesized lean implementation model, twelve case studies were used to test the model. This report details the model and analyzes the case studies using the model as a framework

Technologie en innovatie in Vlaanderen: Prioriteiten.

Vlaanderen;

Tracking the route of innovation across projects: insights from two case studies

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A Roadmap to Reduce U.S. Food Waste by 20 Percent

The magnitude of the food waste problem is difficult to comprehend. The U.S. spends $218 billion a year -- 1.3% of GDP -- growing, processing, transporting, and disposing of food that is never eaten. The causes of food waste are diverse, ranging from crops that never get harvested, to food left on overfilled plates, to near-expired milk and stale bread. ReFED is a coalition of over 30 business, nonprofit, foundation, and government leaders committed to building a different future, where food waste prevention, recovery, and recycling are recognized as an untapped opportunity to create jobs, alleviate hunger, and protect the environment -- all while stimulating a new multi-billion dollar market opportunity. ReFED developed A Roadmap to Reduce U.S. Food Waste as a data-driven guide to collectively take action to reduce food waste at scale nationwide.This Roadmap report is a guide and a call to action for us to work together to solve this problem. Businesses can save money for themselves and their customers. Policymakers can unleash a new wave of local job creation. Foundations can take a major step in addressing environmental issues and hunger. And innovators across all sectors can launch new products, services, and business models. There will be no losers, only winners, as food finds its way to its highest and best use

Understanding the potential role of membership organisations in the sustainable spread of innovation

Innovation must be defined as "change for the better" rather than as mere 'novelty' or "change for change's sake". Membership organisations have a key role to play in the cost effective spread of innovation. The best ways to spread innovation are by individual mentoring between colleagues in the same organisation, peer support, and informal networking between practitioners. But i) innovation can only flourish if the organisational culture is right; ii) changing an organisation's culture to one that supports innovation has to be done from the inside; iii) lack of time to innovate is a key constraint

The adoption, adaptation, and abandonment of value-based health care

Introduction: Value-based health care (VBHC) is a strategic framework designed to improve care in parallel with lowered or sustained costs. It was soon touted as “the strategy that will fix health care”, garnering increased attention in different countries. The contextual differences between and within health systems, in addition to the wide range of strategies employed by organizations adopting VBHC, create an opportunity for developing empirical evidence on the adoption, adaptation and potentially abandonment of VBHC. Aim: To explore the adoption, adaptation, and potential abandonment of VBHC. Methods: The empirical data has been collected from the contexts of the Karolinska University Hospital and the Hospital Israelita Albert Einstein. Study I is an observational, cross-section survey exploring physicians’ awareness on core concepts of VBHC in the context of Latin America. Study II is a mixedmethods study investigating how healthcare providers in Latin America are implementing VBHC. Study III is a comparative case-study of how VBHC was adopted in two contextually different hospitals – Karolinska and Einstein - and how its application was influenced by contextual factors at the system and organizational levels. Study IV is a longitudinal case-study exploring how VBHC management innovations were adopted, adapted, and abandoned at Karolinska. The Complex Innovation Framework was used to analyze the findings and suggest potential feedback loops driving adoption, adaptation, and abandonment of VBHC. Findings: Study I found that high cost of healthcare was identified as the key driver for VBHC discussions in Brazil, and that awareness on VBHC amongst clinical staff was low. Study II showed that healthcare organizations adopting VBHC failed to conceptually define it and adopt it as an integrative strategy – instead they identified management practices unrelated with the Value Agenda as VBHC. Study III showed that organizations adapted VBHC to emphasize components that best translated into their system, e.g. Karolinska focused on health outcomes and Einstein on costs. VBHC adoption challenged established business models - Karolinska had difficulties matching the new organizational model with the research and education missions; Einstein with aligning the new financing models with their independent physician staff. Study IV further shows that VBHC adoption was driven by a coalition of interests at Karolinska; adaptation was required early in the adoption process due to several misfit examples - between the specialization mandate and delivery of multidisciplinary care; the decentralization of management and the organization’s IT and data systems, financial model and cultural values; and the models of patient participation. In the end, abandonment was characterized by a return to previous practices – merger of flows resulting in larger units; re-center of outcomes improvement narrative around NQRs; - and the “silent death” of VBHC artifacts, such as the PFCs or outcomes steering cards. Discussion: VBHC adoption is largely influenced by contextual factors at the health system level, leading to a phenomenon of piece-meal adoption. Since systemic and organizational business model alignment with the components of VBHC is generally low, organizations emphasize those that are most aligned with their health system goals and contextual circumstances. Conclusion: If adopters of VBHC are able to focus attention on integrated understanding of both outcomes and costs (the hard core of VBHC), we may start to unpack the specific care-related processes that contribute to value creation for different patient populations