Pub Date : 2023-11-02DOI: 10.1108/ijlss-05-2023-0091
Pedro Senna, Lino Guimarães Marujo, Ana Carla de Souza Gomes dos Santos, Alberto Eduardo Besser Freitag, Sergio Luiz Braga França
Purpose Healthcare supply chains (HCSCs) face severe challenges when compared to regular chains. Besides avoiding bankruptcy, they must accomplish their goal which is to save lives. Since 2019 the COVID-19 pandemic evidenced that a HCSC disruption generates disruptions to other SCs. Therefore, the objective of this paper is threefold: conduct a systematic literature review to build a HCSC operational excellence (HSCOE) definition; build a conceptual framework by mapping the antecedents of HSCOE and formulate hypotheses; test the hypotheses using a fuzzy-Set Qualitative Comparative Analysis (fsQCA) combined with partial least squares structural equation modeling (PLS-SEM) techniques to obtain empirical validation. Design/methodology/approach Given this context, this paper conducted a systematic literature review to build a HSCOE conceptual framework and used a fsQCA combined with PLS-SEM techniques to obtain empirical validation. Findings The paper revealed a relationship between important variables to achieve HSCOE, such as Supply chain 4.0, SC risk management, SC integration, SC resilience (antecedents) and HSCOE (consequent). Originality/value The literature contributions of this paper are as follows: validating a new scale for each of the constructs; finding evidence of the causal relationships between the latent variables; measuring how the constructs influence the HSCOE; in addition, the results address important literature gaps identified by researchers and serve as a guide to organizations that need to implement these practices. Furthermore, this study recommends that HCSC managers consider the implementation of robust initiatives concerning the latent variables presented in this work.
{"title":"Supply chain risk management to achieve healthcare supply chain operational excellence: a fsQCA and PLS-SEM approach","authors":"Pedro Senna, Lino Guimarães Marujo, Ana Carla de Souza Gomes dos Santos, Alberto Eduardo Besser Freitag, Sergio Luiz Braga França","doi":"10.1108/ijlss-05-2023-0091","DOIUrl":"https://doi.org/10.1108/ijlss-05-2023-0091","url":null,"abstract":"Purpose Healthcare supply chains (HCSCs) face severe challenges when compared to regular chains. Besides avoiding bankruptcy, they must accomplish their goal which is to save lives. Since 2019 the COVID-19 pandemic evidenced that a HCSC disruption generates disruptions to other SCs. Therefore, the objective of this paper is threefold: conduct a systematic literature review to build a HCSC operational excellence (HSCOE) definition; build a conceptual framework by mapping the antecedents of HSCOE and formulate hypotheses; test the hypotheses using a fuzzy-Set Qualitative Comparative Analysis (fsQCA) combined with partial least squares structural equation modeling (PLS-SEM) techniques to obtain empirical validation. Design/methodology/approach Given this context, this paper conducted a systematic literature review to build a HSCOE conceptual framework and used a fsQCA combined with PLS-SEM techniques to obtain empirical validation. Findings The paper revealed a relationship between important variables to achieve HSCOE, such as Supply chain 4.0, SC risk management, SC integration, SC resilience (antecedents) and HSCOE (consequent). Originality/value The literature contributions of this paper are as follows: validating a new scale for each of the constructs; finding evidence of the causal relationships between the latent variables; measuring how the constructs influence the HSCOE; in addition, the results address important literature gaps identified by researchers and serve as a guide to organizations that need to implement these practices. Furthermore, this study recommends that HCSC managers consider the implementation of robust initiatives concerning the latent variables presented in this work.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":"14 8","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135876114","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-31DOI: 10.1108/ijlss-02-2023-0040
Veronica Duque-Uribe, William Sarache, Elena Valentina Gutiérrez
Purpose The purpose of this paper is to design and validate a reliable and comprehensive instrument to assess the influence of sustainable supply chain management (SSCM) practices on sustainable performance in hospitals. Design/methodology/approach A systematic and mixed-method approach was used to create and validate an instrument for assessing the level of implementation of hospital SSCM practices and the perceived extent of environmental, social and economic performance. This includes the development of preliminary items and the evaluation of content and construct validity. Data from Colombian hospitals was collected. Structural equation modeling was used to test the structural model. Findings During the content validity phase, an initial version of the questionnaire consisting of 88 items was generated. This version was qualitatively and quantitatively reviewed and assessed by six academicians and two hospital practitioners, based on criteria of sufficiency, clarity, relevance and coherence. The computation of both individual and scale content validity indices, along with the qualitative feedback, led to the refinement of the questionnaire. The subsequent phase of construct validity involved the implementation of a pilot test with 55 responses gathered from Colombian hospitals. By considering the metrics of convergent validity and discriminant validity derived from the analysis of structural equation modeling, the final instrument was composed of 59 items. The results reveal that hospital SSCM practices can be conceptualized and measured through two dimensions: environmental and social. The former includes the underlying constructs of internal environmental management, green purchasing and green operations. The latter encompasses the constructs of working conditions and employee well-being, equity management, social purchasing and community development and participation. Sustainable performance is defined by its environmental, social and economic dimensions. Practical implications This study is intended to provide useful insights for hospitals, researchers and policymakers to measure and develop strategies to enhance the implementation of SSCM practices, thereby improving sustainable performance. As a matter of fact, the instrument has already been applied in a recent empirical study conducted in Colombia, aimed at addressing the influence of SSCM practices on sustainable performance in hospitals. Originality/value To the best of the authors’ knowledge, this is the first study to develop and empirically test an instrument for measuring the influence of SSCM on sustainable performance, both in the hospital setting and in an emerging country.
{"title":"Design and validation of a structured instrument to assess the influence of sustainable supply chain management practices on sustainable performance in hospitals","authors":"Veronica Duque-Uribe, William Sarache, Elena Valentina Gutiérrez","doi":"10.1108/ijlss-02-2023-0040","DOIUrl":"https://doi.org/10.1108/ijlss-02-2023-0040","url":null,"abstract":"Purpose The purpose of this paper is to design and validate a reliable and comprehensive instrument to assess the influence of sustainable supply chain management (SSCM) practices on sustainable performance in hospitals. Design/methodology/approach A systematic and mixed-method approach was used to create and validate an instrument for assessing the level of implementation of hospital SSCM practices and the perceived extent of environmental, social and economic performance. This includes the development of preliminary items and the evaluation of content and construct validity. Data from Colombian hospitals was collected. Structural equation modeling was used to test the structural model. Findings During the content validity phase, an initial version of the questionnaire consisting of 88 items was generated. This version was qualitatively and quantitatively reviewed and assessed by six academicians and two hospital practitioners, based on criteria of sufficiency, clarity, relevance and coherence. The computation of both individual and scale content validity indices, along with the qualitative feedback, led to the refinement of the questionnaire. The subsequent phase of construct validity involved the implementation of a pilot test with 55 responses gathered from Colombian hospitals. By considering the metrics of convergent validity and discriminant validity derived from the analysis of structural equation modeling, the final instrument was composed of 59 items. The results reveal that hospital SSCM practices can be conceptualized and measured through two dimensions: environmental and social. The former includes the underlying constructs of internal environmental management, green purchasing and green operations. The latter encompasses the constructs of working conditions and employee well-being, equity management, social purchasing and community development and participation. Sustainable performance is defined by its environmental, social and economic dimensions. Practical implications This study is intended to provide useful insights for hospitals, researchers and policymakers to measure and develop strategies to enhance the implementation of SSCM practices, thereby improving sustainable performance. As a matter of fact, the instrument has already been applied in a recent empirical study conducted in Colombia, aimed at addressing the influence of SSCM practices on sustainable performance in hospitals. Originality/value To the best of the authors’ knowledge, this is the first study to develop and empirically test an instrument for measuring the influence of SSCM on sustainable performance, both in the hospital setting and in an emerging country.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":"88 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135808720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-23DOI: 10.1108/ijlss-07-2023-0126
Mariam Bader, Jiju Antony, Raja Jayaraman, Vikas Swarnakar, Ravindra S. Goonetilleke, Maher Maalouf, Jose Arturo Garza-Reyes, Kevin Linderman
Purpose The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study. Design/methodology/approach This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO. Findings Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures. Practical implications Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations. Originality/value To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.
本研究的目的是研究与各种类型的过程改进(PI)项目(如改善、精益、六西格玛、精益六西格玛和敏捷)相关的关键失效因素(cff)。提出相应的缓解框架也是本研究的目的之一。本研究对与研究范围相关的49篇论文进行了系统的文献综述，这些论文发表在四个著名的数据库中，包括Google Scholar、Scopus、Web of Science和EBSCO。进一步分析确定了39个导致PI项目失败的因素。在这些因素中，重要的重点放在诸如“抵制文化变革”、“来自高层管理人员的支持不足”、“培训和教育不足”、“沟通不周”和“缺乏资源”等问题上，这些都是PI项目失败的主要原因。为了解决和克服PI项目的失败，作者提出了一个基于变更管理模型的失败缓解框架。作者提出了未来的研究方向，旨在提高对项目失败的理论认识和实践方面的认识。通过这项研究，研究人员和项目经理可以从结构良好的指导方针和宝贵的见解中受益，这将帮助他们识别和解决潜在的失败，从而在组织内成功实施和可持续改进。据作者所知，本文是同类研究中第一个研究五种PI方法的cff，并引入了一种源于变革管理理论的新方法，作为最小化PI失败相关风险的解决方案。
{"title":"Why do process improvement projects fail in organizations? A review and future research agenda","authors":"Mariam Bader, Jiju Antony, Raja Jayaraman, Vikas Swarnakar, Ravindra S. Goonetilleke, Maher Maalouf, Jose Arturo Garza-Reyes, Kevin Linderman","doi":"10.1108/ijlss-07-2023-0126","DOIUrl":"https://doi.org/10.1108/ijlss-07-2023-0126","url":null,"abstract":"Purpose The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study. Design/methodology/approach This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO. Findings Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures. Practical implications Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations. Originality/value To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":"2011 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135365992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-17DOI: 10.1108/ijlss-03-2023-0048
Qiong Wu, Qiwei Zhou, Kathryn Cormican
Purpose Shared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership. Design/methodology/approach A multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries. Findings The findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent. Practical implications These findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects. Originality/value This study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.
{"title":"Promoting shared leadership in Lean Six Sigma project teams: toward a three-way interaction model","authors":"Qiong Wu, Qiwei Zhou, Kathryn Cormican","doi":"10.1108/ijlss-03-2023-0048","DOIUrl":"https://doi.org/10.1108/ijlss-03-2023-0048","url":null,"abstract":"Purpose Shared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership. Design/methodology/approach A multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries. Findings The findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent. Practical implications These findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects. Originality/value This study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":"269-270 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135944825","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-03DOI: 10.1108/ijlss-04-2022-0092
Renan Ribeiro Do Prado, Pedro Antonio Boareto, Joceir Chaves, Eduardo Alves Portela Santos
Purpose The aim of this paper is to explore the possibility of using the Define-Measure-Analyze-Improve-Control (DMAIC) cycle, process mining (PM) and multi-criteria decision methods in an integrated way so that these three elements combined result in a methodology called the Agile DMAIC cycle, which brings more agility and reliability in the execution of the Six Sigma process. Design/methodology/approach The approach taken by the authors in this study was to analyze the studies arising from this union of concepts and to focus on using PM tools where appropriate to accelerate the DMAIC cycle by improving the first two steps, and to test using the AHP as a decision-making process, to bring more excellent reliability in the definition of indicators. Findings It was indicated that there was a gain with acquiring indicators and process maps generated by PM. And through the AHP, there was a greater accuracy in determining the importance of the indicators. Practical implications Through the results and findings of this study, more organizations can understand the potential of integrating Six Sigma and PM. It was just developed for the first two steps of the DMAIC cycle, and it is also a replicable method for any Six Sigma project where data acquisition through mining is possible. Originality/value The authors develop a fully applicable and understandable methodology which can be replicated in other settings and expanded in future research.
{"title":"Agile DMAIC cycle: incorporating process mining and support decision","authors":"Renan Ribeiro Do Prado, Pedro Antonio Boareto, Joceir Chaves, Eduardo Alves Portela Santos","doi":"10.1108/ijlss-04-2022-0092","DOIUrl":"https://doi.org/10.1108/ijlss-04-2022-0092","url":null,"abstract":"Purpose The aim of this paper is to explore the possibility of using the Define-Measure-Analyze-Improve-Control (DMAIC) cycle, process mining (PM) and multi-criteria decision methods in an integrated way so that these three elements combined result in a methodology called the Agile DMAIC cycle, which brings more agility and reliability in the execution of the Six Sigma process. Design/methodology/approach The approach taken by the authors in this study was to analyze the studies arising from this union of concepts and to focus on using PM tools where appropriate to accelerate the DMAIC cycle by improving the first two steps, and to test using the AHP as a decision-making process, to bring more excellent reliability in the definition of indicators. Findings It was indicated that there was a gain with acquiring indicators and process maps generated by PM. And through the AHP, there was a greater accuracy in determining the importance of the indicators. Practical implications Through the results and findings of this study, more organizations can understand the potential of integrating Six Sigma and PM. It was just developed for the first two steps of the DMAIC cycle, and it is also a replicable method for any Six Sigma project where data acquisition through mining is possible. Originality/value The authors develop a fully applicable and understandable methodology which can be replicated in other settings and expanded in future research.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":"97 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135688712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-28DOI: 10.1108/ijlss-04-2023-0061
Pankaj Kumar Detwal, Rajat Agrawal, Ashutosh Samadhiya, Anil Kumar, Jose Arturo Garza-Reyes
Purpose This study aims to examine current research on the relationship between Operational Excellence and Healthcare 4.0 (H4.0) for healthcare organizations. Design/methodology/approach The authors have performed a systematic literature review of 102 documents published between 2011 and 2022 from the Scopus database to identify the research trends on Operational Excellence and H4.0. Through a descriptive bibliometric analysis, this study has highlighted the year-wise trend in publication, top authors, prominent sources of publications, the country-wise spread of research activities and subject area analysis. Furthermore, through content analysis, this study has identified four clusters and proposed directions for future research of each identified cluster. Findings Results reflect overall growth in this area, with a few parts of the world being underrepresented in research related to Operational Excellence and H4.0. The content analysis focused on describing challenges pertaining to healthcare industries and the role of Operational Excellence tools and H4.0 technologies in dealing with various healthcare delivery aspects. The authors concluded their analysis by proposing a theoretical framework and providing theoretical and managerial implications of the study. Originality/value To the best of the authors’ knowledge, the paper is one of the first to analyze the existing literature on the healthcare sector at the interface of Operational Excellence and H4.0 technologies. The conceptual framework and cluster-wise future research prepositions are some of the unique offerings of the study.
{"title":"Revolutionizing healthcare organizations with Operational Excellence and Healthcare 4.0: a systematic review of the state-of-the-art literature","authors":"Pankaj Kumar Detwal, Rajat Agrawal, Ashutosh Samadhiya, Anil Kumar, Jose Arturo Garza-Reyes","doi":"10.1108/ijlss-04-2023-0061","DOIUrl":"https://doi.org/10.1108/ijlss-04-2023-0061","url":null,"abstract":"Purpose This study aims to examine current research on the relationship between Operational Excellence and Healthcare 4.0 (H4.0) for healthcare organizations. Design/methodology/approach The authors have performed a systematic literature review of 102 documents published between 2011 and 2022 from the Scopus database to identify the research trends on Operational Excellence and H4.0. Through a descriptive bibliometric analysis, this study has highlighted the year-wise trend in publication, top authors, prominent sources of publications, the country-wise spread of research activities and subject area analysis. Furthermore, through content analysis, this study has identified four clusters and proposed directions for future research of each identified cluster. Findings Results reflect overall growth in this area, with a few parts of the world being underrepresented in research related to Operational Excellence and H4.0. The content analysis focused on describing challenges pertaining to healthcare industries and the role of Operational Excellence tools and H4.0 technologies in dealing with various healthcare delivery aspects. The authors concluded their analysis by proposing a theoretical framework and providing theoretical and managerial implications of the study. Originality/value To the best of the authors’ knowledge, the paper is one of the first to analyze the existing literature on the healthcare sector at the interface of Operational Excellence and H4.0 technologies. The conceptual framework and cluster-wise future research prepositions are some of the unique offerings of the study.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135342851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose Lean management tools are becoming increasingly applied in different types of organizations around the world. These tools have shown their significant contribution to improving business performance. In this vein, the purpose of this paper is to examine the influence of lean management on both occupational safety and operational excellence in Tunisian companies. Design/methodology/approach A survey was conducted among Tunisian companies, and it resulted in the collection of 62 responses that were analyzed using the software SPSS. In addition, a conceptual model linking the practices of the three basic concepts was designed to highlight the hypotheses of the research. Subsequently, factor analysis and structural equation method analysis were conducted to assess the validation of the assumptions. Findings The results obtained have shown that lean management has a significant impact on occupational safety. Similarly, occupational safety has a significant impact on operational excellence. However, lean management does not have a significant impact on operational excellence. Originality/value This work highlighted the involvement of small and medium-sized enterprise’s managers from emerging economies in the studied concepts’ practices. Likewise, it testified to the impacts of lean management on occupational safety and operational excellence in the Tunisian context.
{"title":"Impact of lean management on work safety and operational excellence within Tunisian companies","authors":"Ibtissem Alguirat, Fatma Lehyani, Alaeddine Zouari","doi":"10.1108/ijlss-02-2023-0032","DOIUrl":"https://doi.org/10.1108/ijlss-02-2023-0032","url":null,"abstract":"Purpose Lean management tools are becoming increasingly applied in different types of organizations around the world. These tools have shown their significant contribution to improving business performance. In this vein, the purpose of this paper is to examine the influence of lean management on both occupational safety and operational excellence in Tunisian companies. Design/methodology/approach A survey was conducted among Tunisian companies, and it resulted in the collection of 62 responses that were analyzed using the software SPSS. In addition, a conceptual model linking the practices of the three basic concepts was designed to highlight the hypotheses of the research. Subsequently, factor analysis and structural equation method analysis were conducted to assess the validation of the assumptions. Findings The results obtained have shown that lean management has a significant impact on occupational safety. Similarly, occupational safety has a significant impact on operational excellence. However, lean management does not have a significant impact on operational excellence. Originality/value This work highlighted the involvement of small and medium-sized enterprise’s managers from emerging economies in the studied concepts’ practices. Likewise, it testified to the impacts of lean management on occupational safety and operational excellence in the Tunisian context.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135476827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-04DOI: 10.1108/ijlss-06-2022-0124
B. Kassem, M. Rossini, Federica Costa, A. Portioli-Staudacher
Purpose This study aims to study the implementation of lean thinking at the strategic level of an Italian manufacturing company. Companies implementing continuous improvement (CI) projects in their production processes often take the monitoring phase for granted. This research deploys an A3 lean thinking project in the monitoring phase of strategic KPIs upon completion of several ongoing improvement projects. Design/methodology/approach The research methodology is action research aiming at disseminating the problems that the company is facing. The study relies on the lean action plan developed by Womack and Jones (2003): Planning for lean and Lean action. Lean planning consists of the following steps: find a change agent; get the knowledge; find a lever. Lean action uses the A3 lean approach. Findings The company reached high-performance improvements due to the proposed lean action plan. Research limitations/implications This study contributes by presenting a lean action plan in the monitoring phase, highlighting the importance of the lean thinking-monitoring continuum in reducing time waste for faster diagnosis and using action research to analyze and instill reflective learning. Originality/value The research relies on the A3 methodology to showcase the benefits that a mature paradigm, often coined to production, still has unexplored potentials.
{"title":"Lean monitoring: action research in manufacturing","authors":"B. Kassem, M. Rossini, Federica Costa, A. Portioli-Staudacher","doi":"10.1108/ijlss-06-2022-0124","DOIUrl":"https://doi.org/10.1108/ijlss-06-2022-0124","url":null,"abstract":"\u0000Purpose\u0000This study aims to study the implementation of lean thinking at the strategic level of an Italian manufacturing company. Companies implementing continuous improvement (CI) projects in their production processes often take the monitoring phase for granted. This research deploys an A3 lean thinking project in the monitoring phase of strategic KPIs upon completion of several ongoing improvement projects.\u0000\u0000\u0000Design/methodology/approach\u0000The research methodology is action research aiming at disseminating the problems that the company is facing. The study relies on the lean action plan developed by Womack and Jones (2003): Planning for lean and Lean action. Lean planning consists of the following steps: find a change agent; get the knowledge; find a lever. Lean action uses the A3 lean approach.\u0000\u0000\u0000Findings\u0000The company reached high-performance improvements due to the proposed lean action plan.\u0000\u0000\u0000Research limitations/implications\u0000This study contributes by presenting a lean action plan in the monitoring phase, highlighting the importance of the lean thinking-monitoring continuum in reducing time waste for faster diagnosis and using action research to analyze and instill reflective learning.\u0000\u0000\u0000Originality/value\u0000The research relies on the A3 methodology to showcase the benefits that a mature paradigm, often coined to production, still has unexplored potentials.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":" ","pages":""},"PeriodicalIF":4.0,"publicationDate":"2023-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46859625","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-31DOI: 10.1108/ijlss-07-2022-0154
Alaa M. Ubaid, F. Dweiri
Purpose This research paper aims to develop and validate an enhanced business process improvement methodology (EBPIM) by integrating the DMAIC (define, measure, analyze, improve and control) and the comprehensive business process management (CBPM) methodologies. Design/methodology/approach A systematic literature review and analysis were conducted to prove the novelty of the research approach and identify the similarities, differences, strengths and weaknesses of the DMAIC and the CBPM methodologies. The EBPIM was proposed based on the analysis results. Then, a focus group approach was used to evaluate and validate the methodology. Findings The EBPIM consists of nine activities: preparation, selection, description, quantification, modeling, enactment, improvement opportunities selection, analysis and improvement and monitoring. The proposed methodology adopted the systematic and structured process of the DMAIC methodology by having one tollgate between every two activities to check the progress and authorize the team to go to the next activity. At the same time, it has the ability of the CBPM methodology to enhance the interaction between human activities and business process management systems (BPMS). Research limitations/implications The EBPIM was evaluated and validated by a focus group of academic professors. However, the main limitation of the proposed methodology is that it is still theoretical and needs to be empirically tested. Therefore, future work will focus on testing the EBPIM in different industries and organization sizes. Practical implications From the theoretical perspective, the proposed methodology adds value to the knowledge in the scope of business processes improvement methodologies (BPIMs) by integrating the DMAIC and the CBPM methodologies. It takes advantage of and combines the strengths of the DMAIC and CBPM methodologies. From the practical perspective, the proposed methodology presents a valuable tool that can facilitate the organization’s mission to improve the areas that need improvement using a systematic improvement methodology that will effectively enhance organizational performance (OP). Originality/value The BPIMs literature analysis proved that most of the reviewed methodologies could not support all phases of the business process improvement (BPI) activities. It was concluded that integrating the DMAIC and the CBPM methodologies is a novel approach. The proposed methodology will enhance the efficiency of both methodologies, fill the gaps that may exist in both of them and lead to better results in terms of BPI.
{"title":"Developing an enhanced business process improvement methodology (EBPIM)","authors":"Alaa M. Ubaid, F. Dweiri","doi":"10.1108/ijlss-07-2022-0154","DOIUrl":"https://doi.org/10.1108/ijlss-07-2022-0154","url":null,"abstract":"\u0000Purpose\u0000This research paper aims to develop and validate an enhanced business process improvement methodology (EBPIM) by integrating the DMAIC (define, measure, analyze, improve and control) and the comprehensive business process management (CBPM) methodologies.\u0000\u0000\u0000Design/methodology/approach\u0000A systematic literature review and analysis were conducted to prove the novelty of the research approach and identify the similarities, differences, strengths and weaknesses of the DMAIC and the CBPM methodologies. The EBPIM was proposed based on the analysis results. Then, a focus group approach was used to evaluate and validate the methodology.\u0000\u0000\u0000Findings\u0000The EBPIM consists of nine activities: preparation, selection, description, quantification, modeling, enactment, improvement opportunities selection, analysis and improvement and monitoring. The proposed methodology adopted the systematic and structured process of the DMAIC methodology by having one tollgate between every two activities to check the progress and authorize the team to go to the next activity. At the same time, it has the ability of the CBPM methodology to enhance the interaction between human activities and business process management systems (BPMS).\u0000\u0000\u0000Research limitations/implications\u0000The EBPIM was evaluated and validated by a focus group of academic professors. However, the main limitation of the proposed methodology is that it is still theoretical and needs to be empirically tested. Therefore, future work will focus on testing the EBPIM in different industries and organization sizes.\u0000\u0000\u0000Practical implications\u0000From the theoretical perspective, the proposed methodology adds value to the knowledge in the scope of business processes improvement methodologies (BPIMs) by integrating the DMAIC and the CBPM methodologies. It takes advantage of and combines the strengths of the DMAIC and CBPM methodologies. From the practical perspective, the proposed methodology presents a valuable tool that can facilitate the organization’s mission to improve the areas that need improvement using a systematic improvement methodology that will effectively enhance organizational performance (OP).\u0000\u0000\u0000Originality/value\u0000The BPIMs literature analysis proved that most of the reviewed methodologies could not support all phases of the business process improvement (BPI) activities. It was concluded that integrating the DMAIC and the CBPM methodologies is a novel approach. The proposed methodology will enhance the efficiency of both methodologies, fill the gaps that may exist in both of them and lead to better results in terms of BPI.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":" ","pages":""},"PeriodicalIF":4.0,"publicationDate":"2023-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42966228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-23DOI: 10.1108/ijlss-06-2022-0127
Olivia McDermott
Purpose This study describes how two organisations transitioned to teaching Lean online during and post Covid-19. This study aims to establish how Lean teaching and training can be designed and delivered effectively online without adverse effects on the student’s learning experience of Lean concepts. Design/methodology/approach A case study approach was used to review the design, application and results of the transition to online Lean teaching and training. Qualitative and quantitative methods were deployed to assess the results. Findings Online Lean learning and application were assured via the design of practical problem-based teaching environments, aided by using the virtual classroom as an obeya room and as a kaizen environment where students worked in teams. Students were enabled to learn and apply Lean tools practically and reflect on their learnings. Practical implications This study demonstrates that effective online design can ensure. Lean methods are understood without affecting the student's learning, classroom experience and grasp of concepts. Originality/value To the best of the author’s knowledge, this is one of the first studies on implementing Lean training and education online during COVID-19 under the lens of both a training provider and university education viewpoint. The changes validated best practices for virtual Lean education and training in the organisations under study, maintained post-COVID.
{"title":"Designing online delivery of Lean education during COVID-19","authors":"Olivia McDermott","doi":"10.1108/ijlss-06-2022-0127","DOIUrl":"https://doi.org/10.1108/ijlss-06-2022-0127","url":null,"abstract":"\u0000Purpose\u0000This study describes how two organisations transitioned to teaching Lean online during and post Covid-19. This study aims to establish how Lean teaching and training can be designed and delivered effectively online without adverse effects on the student’s learning experience of Lean concepts.\u0000\u0000\u0000Design/methodology/approach\u0000A case study approach was used to review the design, application and results of the transition to online Lean teaching and training. Qualitative and quantitative methods were deployed to assess the results.\u0000\u0000\u0000Findings\u0000Online Lean learning and application were assured via the design of practical problem-based teaching environments, aided by using the virtual classroom as an obeya room and as a kaizen environment where students worked in teams. Students were enabled to learn and apply Lean tools practically and reflect on their learnings.\u0000\u0000\u0000Practical implications\u0000This study demonstrates that effective online design can ensure. Lean methods are understood without affecting the student's learning, classroom experience and grasp of concepts.\u0000\u0000\u0000Originality/value\u0000To the best of the author’s knowledge, this is one of the first studies on implementing Lean training and education online during COVID-19 under the lens of both a training provider and university education viewpoint. The changes validated best practices for virtual Lean education and training in the organisations under study, maintained post-COVID.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":" ","pages":""},"PeriodicalIF":4.0,"publicationDate":"2023-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48113931","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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