On the metaphysics of management

The question about the metaphysics of management is considered especially from the point of view of the subject, acts and object of management. Management is understood holistically, in connection to production, rather than as an independent domain in itself. In terms of metaphysics, the time-honoured question about the superiority of thing (substance, matter) ontology or process ontology is addressed. The determination of metaphysical commitments is discussed. Empirical evidence on the appropriateness of alternative metaphysical assumptions inmanagement is forwarded. It is concluded that Western management thinking has been dominated by thing metaphysics. This has led to deficient conceptualizations and counterproductive methods, present in the 20th century. There have been process metaphysics based correctives, which include Japanese-originated methods and out-of-the box methods developed by Western parties. These correctives have often outperformed their substance based counterparts, but their adoption in the West has been slow. It is concluded that the Western metaphysical assumptions, especially when implicit, hinder learning, understanding and implementation of the process based correctives in the realm of management. However, even if the dominant Western metaphysics constrains our thinking, it might be possible to break out of it, through appropriate ontology training

Do we need one science of production in healthcare?

The question addressed is: Is there need, in health care, for one consolidated science of production? For responding to this question, the classical science of production is reviewed and the current approaches to production and service in healthcare are analysed as for their evolution and current status. It is found that these current movements are not self-aware of the restrictions deriving from their backgrounds, and of the resultant partiality in their approaches. It is concluded that improvement of healthcare is slowed down by the fragmentation of the related disciplines; thus one consolidated science of production (of healthcare) is needed

How analysis and synthesis have been understood in design

In the disciplines related to the design of products and services, such as New Product Development and Design Science, there is a lack of a commonly accepted theoretical and methodical basis. This papers starts with the proposition that the ancient method of analysis and synthesis, developed originally by Greek geometers, is the basis of models that have been used to classify and describe the ill structured design problem. In this paper, we examine the possibility of improving our understanding of the design process and therefore lean design management by bringing to light a discussion about the concepts of analysis and synthesis and how these have been interpreted through time. Also, how this concept has been used within engineering design methods. To do so, we investigate how analysis and synthesis have been understood in the literature, indicating similarities and differences between ancient and current understandings

Knowledge and technology transfer from universities to industries: A case study approach from the built environment field

Enabling kowledge societies and knowledge based economies is a key policy in the UK. KTP (Knowledge Transfer Partnership) scheme initiated by the Technology Strategy Board is a pathway for collaboration and partnerships between Higher Education institutions and companies to transfer innovative knowledge based solutions from universities to businesses in order to equip them with the leading edge knowledge and technology infrastructure for sustainable long term competitive advantages in both national and international market. The paper explains a KTP project between the University of Salford and John McCall Architects (JMA) in Liverpool in the UK that aimed to identify, map and re-engineer JMA’s strategic and operational change processes through Lean thinking and the implementation of Building Information Modelling (BIM), which is a foundational tool for implementing an efficient process and invariably leads to lean-orientated, team based approach to design and construction by enabling the intelligent interrogation of designs; provide a quicker and cheaper design production; better co-ordination of documentation; more effective change control; less repetition of processes; a better quality constructed product; and improved communication both for JMA and across the supply chain whereas it provided opportunity to increase business relevance of knowledge based research and teaching for the Higher Education. Case Study approach is employed in the paper and the KTP project is assessed for i) how it helped in improving JMA’s knowledge and technology capacity in conducting their practice, and, ii) how it helped the university in improving its knowledge based research and teaching

Lean knowledge management : the problem of value

Lean knowledge management is defined here as: getting the right information, in the right form, to the right people at the right time. This definition highlights series of practical problems for knowledge management in the built environment which, in turn, have implications for lean theory. In the terms of TFV theory, the problems that arise from getting information to the right people at the right time are essentially flow (F) issues, but those that are concerned with defining the right information and the form in which it is to be delivered are more concerned with value (V). Here, we focus primarily on the problem of defining right information. A distinction is made between sociological 'values' and economic 'value', showing how both relate to production theory. In the course of benefits capture and realisation, both values and value are negotiated between project participants and other stakeholders. It is argued that these processes are best conceived as conversations and that this is implied in the basic formulation of V theory. The notion of objectivity and its significance for these values/value negotiations is examined. The problem of benefits realisation is considered and a set of hypotheses are generated regarding the nature of an effective benefits realization management process

Facilitators and barriers to the integration of healthcare service and building design

Service design research recognises the importance of infrastructure design in the achievement of streamlined service delivery. Although research about service design and building design is abundant, very little is known about the integration of these processes. Therefore, this research aimed at identifying facilitators and barriers to the integration of service and building design processes. To this end, the initial results from a historical investigation of the redevelopment of a hospital in Salford, UK were used to identify facilitators and barriers to the integration of service and building design. Data was collected through interviews, document analysis and a workshop. Initial results present internal and external factors related to the design process generating barriers to integration of service and building design

The gaps between healthcare service and building design : a state of the art review

Healthcare buildings are designed to achieve diverse objectives, ranging from providing appropriate environments where care can be delivered to communities to increasing operational efficiency and improving patient flows and the patient experience. Improvements in operational efficiency should result from state-of-the-art buildings, more appropriate layouts, departmental adjacencies, efficient clinical and business processes and enhanced information systems. However, complexities around requirements and stakeholders management may prevent the achievement of such objectives. The aim of this article is to identify and understand how healthcare services (re)design and building design can be integrated to facilitate increased performance both in terms of service delivery and future changes. Findings indicate that current approaches and innovation are restricted due to functional barriers in the design process, and that there is a need to support the development of operations driven design through time (e.g. flexible and durable) that satisfies diverse needs

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

The key performance indicators of the BIM implementation process

Contemporarily some firms in the construction industry are attempting to adopt a BIM method of working. Each of these attempts reflects a varying BIM adoption philosophy and inevitably different BIM technologies, implementation strategies and roadmaps. On the other hand, all these attempts are often motivated to attain competitive advantages for product delivery in the market place. The question of what the best method of adopting BIM has not been answered yet. That is to say, it is required to identify a standard method that will benchmark the different BIM adoption cases by comparing the efficiency gains in these cases: a standard benchmarking method can help the stakeholders to decide on the most appropriate strategies for themselves. This paper explains the live experience of BIM adoption in a KTP (Knowledge Transfer Partnership) project, undertaken between the University of Salford and John McCall Architects practicing in the housing and regeneration fields, with a particular focus on a set of KPIs that have been developed and tested through the action research strategy in the project. Weighting of these KPI’s has been developed from an architectural business perspectiv