Evaluating Healthcare Governance Using Knowledge-based System to Enhance Quality Management

YesGovernance perspective plays a vital role in the success of Quality Management in Healthcare Environment (QMHE). In fact QMHE has adopted and applied different quality tools and models in recent times, with some even developing their own quality‐based initiatives. This paper will present an original and novel approach (KB/ES coupled with GAP analysis) to evaluate the effectiveness of governance body in QMHE. The KB system inserts GAP for benchmarking and evaluating the current practices with the desired ones. The KB system will benchmark the current position of governance perspective as part of QMHE with the ideal benchmark one. The results will help healthcare practitioners to improve the governance boy’s gaps and take the correct decisions.Sultan Qaboos University, Oma

Mastering continuous improvement (CI): the roles and competences of mid-level management and their impact on the organisation’s CI capability

YesPurpose – This paper establishes a comprehensive basis for understanding the roles and competences of midlevel management and their influence on the effectiveness of continuous improvement (CI) capability within an organisation. Design/methodology/approach – This research builds upon the hypothesis that methods alone do not lead to successful CI capability development. It focuses on the role of mid-level management in driving a CI environment that underpins the effectiveness of CI capability. A reference model for the CI environment is synthesised based on critical literature review, integrating CI culture, CI enablers and CI leadership elements.A comprehensive framework is introduced to define CI leadership roles and competence indicators. A quantitative benchmarking study involving structured interviews with 15 UK organisations was undertaken to collect evidence for a causal relationship between CI leadership competences and CI capability. Findings – Analysis of the benchmarking data provides clear evidence of the causal relationship between the CI leadership competences of mid-level management and CI capability of the organisation. Given that the empirical study was structured on the basis of the CI leadership roles and competences framework introduced in this paper, this also provides validation for the proposed framework and the CI environment model. Practical implications – The evidence-based knowledge of the positive relationship between the midmanagement CI leadership competences and the effectiveness of the CI capability informs strategic organisational development interventions towards enhancing CI capability and effectiveness, ultimately underpinning productivity enhancement and sustainability. The framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper and grounded in underpinning work undertaken within a large automotive Original Equipment Manufacturer (OEM), can be adapted by any organisation. The CI environment reference model should provide a comprehensive support for strategists to communicate the framework for CI capability improvement within an organisation, to enhance acceptability and adherence to improvement actions. Originality/value – This research proves for the first time the significance of the causal relationship between the CI leadership competences and the effectiveness of the CI capability within an organisation, thus filling an important gap between established previous work, focussing on the role of mid-level management on one side and practitioner and team level roles, methodologies and tools. The proposed CI environment model is a theoretical contribution with reference value for both practice and further studies. The comprehensive framework for mid-level management CI leadership roles, responsibilities and competences introduced in this paper provides sound foundation to deliver CI leadership in the workplace.Jaguar Land Rover Lt

Using EWGM Method to Optimise the FMEA as a Risk Assessment Methodology

YesFailure Modes and Effect Analysis (FMEA) is a proactive, highly structured, and systematic approach for failure analysis. It has been also applied as a risk assessment tool, by ranking potential risks based on the estimation of Risk Priority Numbers (RPNs). This paper develops an improved FMEA methodology for strategic risk analysis. The proposed approach combines the Analytic Hierarchy Process (AHP) technique with the Exponential and Weighted Geometric Mean method (EWGM) to support risk analysis. AHP is applied to estimate the weights of three risk factors: Severity (S), Occurrence (O) and Detection (D), which integrate the RPN for each risk. The EWGM method is applied for ranking RPNs. Combining AHP with EWGM allows avoiding repetition of FMEA results. The results of the developed methodology reveal that duplication of RPNs has been decreased, and facilitating an effective risk ranking by offering a unique value for each risk. The proposed methodology focuses not only on high severity values for risk ranking but also it considers other risk factors (O and D), resulting in an enhanced risk assessment process. Furthermore, the weights of the three risk factors are considered. In this way, the developed methodology offers unique value for each risk in a simple way which makes the risk assessment results more accurate. This methodology provides a practical and systematic approach to support decision-makers in assessing and ranking risks that could affect long-term strategy implementation. The methodology was validated through the case study of a power plant in the Middle East, assessing 84 risks within 9 risk categories. The case study revealed that top management should pay more attention to key risks associated with electricity price, gas emissions, lost-time injuries, bad odor, and production.This research has been supported by Hashemite University, Jordan

Lean approach in a high mix, low volume manufacturing environment-case study

YesMarket competition is fierce and has been intensified due to globalization, therefore companies have experienced increase pressure to improve cycle and delivery times and achieve a high level of customization. Lean principles have been designed and implemented to respond to market changes. However, these principles are commonly aimed to aid low-mix high-volume (LMHV) manufacturers. This paper aims to develop a systematic approach to implement a lean framework in a high-mix low-volume (HMLV) manufacturing environment. An HMLV manufacturing environment, currently produces a variety of products which differs in terms of shape and size and different sequence of operation and as a much smaller batch size. Additionally, analysis of the manufacturing assembly shows there is a substantial variation in cycle and changeover time from product to product. In this approach, an action based study has been completed. This study uses data collection methods to be applied in order to calculate timings to be used in a Discrete Event Simulation (DES). The simulation uses lean tools to study material movement and facility layout to minimize bottlenecks and eliminate waste from the process. An introduction of lean supermarket is considered within the simulation whereby an operator withdraws products in an specific amount needed by a downstream process before introducing it across the assembly floor and an action plan is created. As a result, a lean manufacturing simulation study has been implemented to evaluate the effects of a supermarket concept within the current manufacturing environment. Initial results show a variation within the cycle and setup times for each of the different products due to the nature of the process. The paper, is limited to applying the approach to a singular production line and a singular manufacturing plant. The practical implications to implement this approach into a manufacturing environment is that there should be a need from the company. This approach should be driven by senior members within the organization as the resistance to change would increase the risk of failure. Another implication of the proposed approach is to ensure the accuracy of the data collected and to introduce a series of briefs within each stage of the approach. This is important as all stakeholders would need to be kept up-to-date with the project. However, the approach is applicable to any organization and can be applied to any sector. This paper, develops a systematic approach to implement a lean framework in a high-mix low-volume (HMLV) manufacturing environment. The approach is validated in an automotive manufacturing organization competing in global markets

Design and development of Knowledge Based System for Integrated Maintenance Strategy and Operations

YesThe importance of maintenance has escalated significantly by the increase in automation in manufacturing processes. This condition changed the perspective of maintenance from being considered as an inevitable cost to being seen as a key business function to drive competitiveness. Consequently, maintenance decisions need to be aligned with the business competitive strategy as well as the requirements of manufacturing/quality functions in order to support manufacturing equipment performance. Therefore, it is required to synchronise the maintenance strategy and operations with business and manufacturing/quality aspects. This article presents the design and development of a Knowledge Based System for Integrated Maintenance Strategy and Operations. The developed framework of the Knowledge Based System for Integrated Maintenance Strategy and Operations is elaborated to show how the Knowledge Based System for Integrated Maintenance Strategy and Operations can be applied to support maintenance decisions. The knowledge-based system integrates the Gauging Absences of Prerequisites methodology in order to deal with different decision-making priorities and to facilitate benchmarking with a target performance state. This is a new contribution to this area. The Knowledge Based System for Integrated Maintenance Strategy and Operations is useful in reviewing the existing maintenance system and provides reasonable recommendations for maintenance decisions with respect to business and manufacturing perspectives. In addition, it indicates the roadmap from the current state to the benchmark goals for the maintenance system.Ministry of Research, Technology and Higher Education of the Republic of Indonesia and the University of Bradford, UK

Developing a Risk Assessment Model for non-Technical Risk in Energy Sector

YesRisk Management is one of the most relevant approaches and systematic applications of strategies, procedures and practices management that have been introduced in literatures for identifying and analysing risks which exist through the whole life of a product ,a process or services. Therefore, the aim of this paper is to propose a risk assessment model that will be implemented to the energy sector, particularly to power plants. This model combines the Analytic Hierarchy Process (AHP) technique with a new enhanced Balance Score Card (BSC). AHP is constructed to determine the weights and the priorities for all perspectives and risk indicators that involved in the BSC. The novelty in this paper is not only in using the BSC for risk assessment, but also, in developing a new BSC with six perspectives, which are sustainability perspective; economic; learning and growth; internal and operational business process; supply chain and customer/demand perspective. Another three contributions of this paper are firstly, including the sustainability dimension in BSC, and covering nine risk categories, which comprise 84 risk indicators that have been distributed across the six risk BSC perspectives. Secondly, assessing the non-technical risks in power plants and finally, this research will concentrate on the strategic level instead of the operational level where the majority of researches focus on latter but the former is far less researched. The created model will provide an effective measurement for the risks particularly, in the power plants sector. The results of this study demonstrate that the supply chain risks perspective is the keystone for the decision making process. Furthermore, these risk indicators with the new structure of BSC with six perspectives, help in achieving the organisation mission and vision in addition to affording a robust risk assessment model. The inputs of this model are composed from a previous stage using a modified Failure Mode and Effect Analysis (FMEA) (which has been used the Exponential Weighted Geometric Mean (EWGM)) to understand and analyse all risks, after which, the results of the developed FMEA which are the Risk Priority Numbers (RPN’s), have been used to build the AHP-BSC risk model. These risks are collected with difficulty from various literatures. This study will be validated in the next stage in power plants in the Middle East.Hashemite University, Jorda

A new methodology to optimize Turnaround Maintenance (TAM) scheduling for gas plants

YesTime, cost and risk are the main elements that effect the operating margin of the oil and gas companies due to Turnaround Maintenance (TAM). Turnaround Maintenance (TAM) is a methodology for the total shutdown of plant facilities during a pre-defined period to execute inspection actions, replacement and repairs according to Scope of Work (SoW). This paper presents a new methodology for improving TAM scheduling of oil and gas plants. The methodology includes four stages: removing Non-critical Equipment (NE) from reactive maintenance to proactive maintenance, risk-based inspection of Critical Static Equipment (CSE), risk-based failure of Critical Rotating Equipment (CRE), and application of failure distributions. The results from improving TAM scheduling is associated with decreasing duration and increasing interval between TAM leading to improved availability, reliability, operation and maintenance costs and safety risks. The paper presents findings from the TAM model application. The methodology is fairly generic in its approach and can also be adapted for implementation in other oil and gas industries that operate under similar harsh conditions

A System Dynamics Model for Risk Assessment of Strategic Customer Performance Perspective in Power Plants

YesThe energy sector is a dynamic business environment, power plants have to deal with several complex risks, including both technical and non-technical risks. Thus, unexpected risks can disrupt the energy generation processes, with a negative long-term impact. Furthermore, these risks are not isolated, as their impact may affect a series of interrelated risks. To add to this complexity, the assessment of those risks may change with time in a dynamic business environment. This situation makes strategic decision making less effective regarding the successful design of a risk management system. Understanding the dynamic behaviour of a complex system of interrelated risks in the energy sector is very important to achieve a more sustainable overall performance of the power plants. This paper presents a System Dynamics (SD) approach to capture the interdependencies of strategic non-technical risks associated to the customer performance perspective in a risk management system for the energy sector. Several approaches for risk assessment focus on technical risks related to equipment but fail to consider the complex interactions with other risks and neither consider the dynamic nature of the business environment. A system dynamics model with 15 risk factors was built to assist decision makers in understanding the behaviour for such risks affecting the customer performance perspective. The model was validated in a power plant in the Middle East. The model allowed to highlight the impact of mitigating the risk of policy and regulations on the availability risk of the power plant and on the risk factor related to operational and maintenance cost

Developing a FMEA Methodology to Assess Non-Technical Risks in Power Plants

YesRisk Management is one of the most relevant approaches and systematic application of strategies, procedures and practices management that have been introduced in literature to identifying and analysing risks which exist through the whole life of a product or a process. As a quality management tool, the novelty of this paper suggests a modified Failure Modes and Effect Analysis (FMEA) for understanding the non-technical risk comprehensively, and to attain a systemic methodology by decomposing the risk for nine risk categories including an appropriate 84 Risk Indicators (RI's) within all those categories through the Life Cycle (LC) stages of power plants. These risk categories have been identified as: economic risks, environmental and safety health risks, social risks, technological risks, customer/demand risks, supply chain risks, internal and operational business process risks, human resources risks and management risks. These indicators are collected from literatures. The enhanced FMEA has combined the exponential and the weighted geometric mean (WGM) to calculate the Exponential Weighted Geometric Mean-RPN (EWGM-RPN). The EWGM-RPN can be used to evaluate the risk level, after which the high-risk areas can be determined. Subsequently, effective actions either preventive or corrective can be taken in time to reduce the risk to an acceptable level. However, in this paper the FMEA will not adapt an action plan. Due to that, all RPN's will be considered depending on the point scale (1 to 5) afterward, the results will be combined and extended later with AHP. This developed methodology is able to boost effective decision- making about risks, improve the awareness towards the risk management at power plants, and assist the top management to have an acceptable and preferable understanding of the organisation than lower level managers do who are close to the day-to-day (tactical plan). Additionally, this will support the organisation to develop strategic plans which are for long term. And the essential part of applying this methodology is the economic benefit. Also, this paper includes developed sustainability perspective indicators with a new fourth pillar, which is the technological dimension. The results of the analysis show that the potential strategic makers should pay special attention to the environmental and internal and operational business process risks. The developed methodology will be applied and validated for different power plants in the Middle East. An expanded validation is required to completely prove drawbacks and benefits after completing the Analytical Hierarchy Process (AHP) model.Hashemite University, Jorda

Developing a Discrete Event Simulation Methodology to support a Six Sigma Approach for Manufacturing Organization - Case study.

YesCompetition in the manufacturing industry is growing at an accelerated rate due to globalization trend. This global competition urges manufacturing organizations to review and improve their processes in order to enhance and maintain their competitive advantage. One of those initiatives is the implementation of the Six Sigma methodology to analyze and reduce variation hence improving the processes of manufacturing organizations. This paper presents a Discrete Event Simulation methodology to support a Six Sigma approach for manufacturing organizations. Several approaches to implement Six Sigma focus on improving time management and reducing cycle time. However, these efforts may fail in their effective and practical implementation to achieve the desired results. Following the proposed methodology, a Discrete Event Simulation model was built to assist decision makers in understanding the behavior of the current manufacturing process. This approach helps to systematically define, measure and analyze the current state process to test different scenarios to improve performance. The paper is amongst the first to offer a simulation methodology to support a process improvement approach. It applies an action research strategy to develop and validate the proposed modelling methodology in a British manufacturing organization competing in global markets