Lean Systems: Soft OR in practice

Lean implementation involves eliminating all forms of waste (for example, defects or overproduction) and consists of many improvement strategies or systems such as mistake proofing (Poka-Yoke) and Single Minute Exchange of Die (a.k.a. quick changeover). The purpose of this study is to discuss a successful lean or waste elimination initiative for a building products company. Specifically, this study describes how mistake proofing and quick changeover systems were implemented using soft OR practices or Soft Systems Methodology (SSM). Essentially, SSM consisted of four sequential stages, namely (1) problem identification, (2) basic approaches to improvement, (3) making plans for improvement, and (4) translating improvement plans into reality. The study contributes in two ways: for practicing managers, it shows that at the core of lean is soft OR practices, and for academicians, it provides directions for future research

Improving labour relations performance using a Simplified Drum Buffer Rope (S-DBR) technique

The purpose of this research is to describe an implementation of Simplified Drum Buffer Rope (S-DBR), a scheduling methodology under Theory of Constraints, in service operations of a US military base. In doing so, this research contributes in two ways. For practitioners, this research is the first to show how S-DBR methodology can be utilised to improve the performance of labour relations. For academicians, this research is one of only a few to address the how questions of S-DBR use in a service context

An Implementation Model for Lean Programmes

While lean programmes continue to be implemented in many companies, there is a rising concern regarding the failures of these programmes. Many of them fail because we do not know how to implement them. Using the experience with a lean programme in an aircraft maintenance and repair operation, the purpose of the research was to develop an implementation model which consists of six critical decisions or steps. The first step was to perform strategic analysis which was driven by the market or the customer. The second step was to establish a high-level cross-functional team to drive the improvement initiative. The third step was to identify overall improvement tools. The fourth step was to perform a high-level value stream mapping and prioritise improvement opportunities. The fifth step was to develop a detailed plan for low-level improvement teams, and the sixth step was to implement, document, and revise as needed. Further, we provided important implications for both practitioners and academicians of our implementation experience with several directions for future research

Six Sigma Programs: An Implementation Model

Despite the pervasiveness of Six Sigma program implementations, there is increasing concern about implementation failures. One reason many Six Sigma programs fail is because an implementation model on how to effectively guide the implementation of these programs is lacking. Using a successful Six Sigma program in a Network Technology company, the purpose of this research is to develop an effective implementation model which consists of six steps. The first step is to perform strategic analysis driven by the market and the customer. The second step is to establish a high-level, cross-functional team to drive the improvement initiative. The third step is to identify overall improvement tools. The fourth step is to perform high-level process mapping and to prioritize improvement opportunities. The fifth step is to develop a detailed plan for low-level improvement teams, and the sixth step is to implement, document, and revise as needed. Important for both practitioners and academicians, implications of our implementation experience along with directions for future research are provided

Process Improvement: Using Toyota\u27s A3 Reports

In order to drive process improvement, Toyota uses A3 reports as a tool to identify and solve problems. A3 reports are usually written on paper size 11 inches by 17 inches and are enriched with visuals such as pictures, diagrams, and charts to improve communication. To date, the author has found no study explaining how to implement A3 reports in manufacturing operations. The purpose of this exploratory study is to show how A3 reports were implemented in a successful process improvement project in aircraft maintenance and repair operations. In doing so, he shows a systematic approach, improvement event, and the process used to implement and document A3 reports. The duration of an improvement event is generally four weeks and has four distinct phases: 1) preparation and training; 2) process mapping and current state analysis; 3) process mapping and future state analysis; and 4) implementation and ownership. Important for both practitioners and academicians, the author also discusses implications of A3 report implementation and directions for future research

Improving a V-Plant Operation: A Window Manufacturing Case Study

This article documents implementation of the drum-buffer-rope (DBR) control mechanism in a V-plant operation, the window manufacturing operation of Robert Bowden Inc. (RBI). The dominant feature of a V-plant operation is the existence of divergent points throughout the manufacturing process. The DBR control mechanism uses theory of constraints principles in a shop floor application. The logic of the DBR control mechanism can be explained using the following three steps, identify the constraint of the system and develop a production schedule for the constraint, to ensure that disruptions do not negatively impact the system, place buffers at strategic locations, and to control inventory in the system, use a communication link called a rope to tie the buffers and the constraint. The actual implementation was done from November through December 1996. Data for the performance of RBI\u27s window manufacturing were collected from January through December for 1997, and then for 1999. Compared with 1996, RBI\u27s window manufacturing performance in 1997 was a significant improvement. In the year 2000, RBI\u27s window manufacturing continues to excel and operates essentially in the same manner

An Evaluation of the DBR Control Mechanism in a Job Shop Environment

Evaluates the performance of drum-buffer-rope (DBR) control mechanism of a job shop environment in management science. Comparison between DBR control mechanism and modified infinite loading (MIL) control mechanism; Factors affecting MIL; Determination of the level of shop utilization

Where Process-Improvement Projects Go Wrong

The article focuses on process-improvement programs such as Six Sigma and lean manufacturing which, according to a research, typically show early progress, but all too often fail to generate lasting gains as participants gradually lose motivation and return to old habits. It presents a discussion that is based on what happened at an aerospace firm that implemented over 100 improvement projects, only to discover that more than half failed to have a lasting impact. The author advises executives to participate in such programs

Organizational Resilience

The article presents information on the development of organizational resilience by the U.S. Air Force Warner Robins Air Logistics Complex. It discusses threats to maintenance operations faced by the organization, the concept of resilience in engineering and psychology, maintenance work of the four squadrons of the air logistics complex and the two stages of development of its maintenance system

Like Riding A Bike

Executives have a propensity to spend inordinate amounts of time, money and energy going from one process improvement program to another while still showing dismal improvement in performance. Old ideas are sold in new bottles, and executives often buy those ideas thinking they are different, taking their companies through a roller coaster ride of process improvement programs. The chances are that in the last two decades your company has gone through a round of total quality management, just-in-time, or re-engineering and is now, perhaps, going through (or just completed) Six Sigma implementation. A stunning number of process improvement programs fail because executives do not apply their childhood experiences of learning to ride a bike