Pub Date : 2024-04-16DOI: 10.1108/ijlss-12-2023-0226
Kristen M. Snyder, Pernilla Ingelsson, Ingela Bäckström
Purpose This paper aims to explore how leaders can develop value-based leadership for sustainable quality development in Lean manufacturing. Design/methodology/approach A qualitative meta-analysis was conducted using data from a three-year study of Lean manufacturing in Sweden using the Shingo business excellence model as an analytical framework. Findings This study demonstrates that leaders can develop value-based leadership to support Lean manufacturing by defining and articulating the organization’s values and accompanying behaviors that are needed to support the strategic direction; creating forums and time for leaders to identify the why behind decisions and reflect on their experiences to be able to lead a transformative process; and using storytelling to create a coaching culture to connect values and behaviors, to the processes and systems of work. Research limitations/implications This paper contributes insights for developing value-based leadership to support a systemic approach to sustainable quality development in lean manufacturing. Findings are based on a limited case sample size of three manufacturing companies in Sweden. Originality/value The findings were derived using a unique methodological approach combining storytelling, appreciative inquiry and coaching with traditional data collection methods including surveys and interviews to identify, define and shape value-based leadership in Lean manufacturing.
{"title":"Developing value-based leadership for sustainable quality development: a meta-analysis from a study of Lean manufacturing","authors":"Kristen M. Snyder, Pernilla Ingelsson, Ingela Bäckström","doi":"10.1108/ijlss-12-2023-0226","DOIUrl":"https://doi.org/10.1108/ijlss-12-2023-0226","url":null,"abstract":"Purpose\u0000This paper aims to explore how leaders can develop value-based leadership for sustainable quality development in Lean manufacturing.\u0000\u0000Design/methodology/approach\u0000A qualitative meta-analysis was conducted using data from a three-year study of Lean manufacturing in Sweden using the Shingo business excellence model as an analytical framework.\u0000\u0000Findings\u0000This study demonstrates that leaders can develop value-based leadership to support Lean manufacturing by defining and articulating the organization’s values and accompanying behaviors that are needed to support the strategic direction; creating forums and time for leaders to identify the why behind decisions and reflect on their experiences to be able to lead a transformative process; and using storytelling to create a coaching culture to connect values and behaviors, to the processes and systems of work.\u0000\u0000Research limitations/implications\u0000This paper contributes insights for developing value-based leadership to support a systemic approach to sustainable quality development in lean manufacturing. Findings are based on a limited case sample size of three manufacturing companies in Sweden.\u0000\u0000Originality/value\u0000The findings were derived using a unique methodological approach combining storytelling, appreciative inquiry and coaching with traditional data collection methods including surveys and interviews to identify, define and shape value-based leadership in Lean manufacturing.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140698766","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 : 2024-04-16DOI: 10.1108/ijlss-07-2023-0125
Rahadian Haryo Bayu Sejati, Dermawan Wibisono, Akbar Adhiutama
Purpose This paper aims to design a hybrid model of knowledge-based performance management system (KBPMS) for facilitating Lean Six-Sigma (L6s) application to increase contractor productivity without compromising human safety in Indonesian upstream oil field operations that manage ageing and life extension (ALE) facilities. Design/methodology/approach The research design applies a pragmatic paradigm by employing action research strategy with qualitative-quantitative methodology involving 385 of 1,533 workers. The KBPMS-L6s conceptual framework is developed and enriched with the Analytical Hierarchy Process (AHP) to prioritize fit-for-purpose Key Performance Indicators. The application of L6s with Human Performance Modes analysis is used to provide a statistical baseline approach for pre-assessment of the contractor’s organizational capabilities. A comprehensive literature review is given for the main pillars of the contextual framework. Findings The KBPMS-L6s concept has given an improved hierarchy for strategic and operational levels to achieve a performance benchmark to manage ALE facilities in Indonesian upstream oil field operations. To increase quality management practices in managing ALE facilities, the L6s application requires an assessment of the organizational capability of contractors and an analysis of Human Performance Modes (HPM) to identify levels of construction workers’ productivity based on human competency and safety awareness that have never been done in this field. Research limitations/implications The action research will only focus on the contractors’ productivity and safety performances that are managed by infrastructure maintenance programs for managing integrity of ALE facilities in Indonesian upstream of oil field operations. Future research could go toward validating this approach in other sectors. Practical implications This paper discusses the implications of developing the hybrid KBPMS- L6s enriched with AHP methodology and the application of HPM analysis to achieve a 14% reduction in inefficient working time, a 28% reduction in supervision costs, a 15% reduction in schedule completion delays, and a 78% reduction in safety incident rates of Total Recordable Incident Rate (TRIR), Days Away Restricted or Job Transfer (DART) and Motor Vehicle Crash (MVC), as evidence of achieving fit-for-purpose KPIs with safer, better, faster, and at lower costs. Social implications This paper does not discuss social implications Originality/value This paper successfully demonstrates a novel use of Knowledge-Based system with the integration AHP and HPM analysis to develop a hybrid KBPMS-L6s concept that successfully increases contractor productivity without compromising human safety performance while implementing ALE facility infrastructure maintenance program in upstream oil field operations.
{"title":"The collaborative approaches of the knowledge-based performance management system and lean six sigma to improve contractor productivity and safety performances","authors":"Rahadian Haryo Bayu Sejati, Dermawan Wibisono, Akbar Adhiutama","doi":"10.1108/ijlss-07-2023-0125","DOIUrl":"https://doi.org/10.1108/ijlss-07-2023-0125","url":null,"abstract":"Purpose\u0000This paper aims to design a hybrid model of knowledge-based performance management system (KBPMS) for facilitating Lean Six-Sigma (L6s) application to increase contractor productivity without compromising human safety in Indonesian upstream oil field operations that manage ageing and life extension (ALE) facilities.\u0000\u0000Design/methodology/approach\u0000The research design applies a pragmatic paradigm by employing action research strategy with qualitative-quantitative methodology involving 385 of 1,533 workers. The KBPMS-L6s conceptual framework is developed and enriched with the Analytical Hierarchy Process (AHP) to prioritize fit-for-purpose Key Performance Indicators. The application of L6s with Human Performance Modes analysis is used to provide a statistical baseline approach for pre-assessment of the contractor’s organizational capabilities. A comprehensive literature review is given for the main pillars of the contextual framework.\u0000\u0000Findings\u0000The KBPMS-L6s concept has given an improved hierarchy for strategic and operational levels to achieve a performance benchmark to manage ALE facilities in Indonesian upstream oil field operations. To increase quality management practices in managing ALE facilities, the L6s application requires an assessment of the organizational capability of contractors and an analysis of Human Performance Modes (HPM) to identify levels of construction workers’ productivity based on human competency and safety awareness that have never been done in this field.\u0000\u0000Research limitations/implications\u0000The action research will only focus on the contractors’ productivity and safety performances that are managed by infrastructure maintenance programs for managing integrity of ALE facilities in Indonesian upstream of oil field operations. Future research could go toward validating this approach in other sectors.\u0000\u0000Practical implications\u0000This paper discusses the implications of developing the hybrid KBPMS- L6s enriched with AHP methodology and the application of HPM analysis to achieve a 14% reduction in inefficient working time, a 28% reduction in supervision costs, a 15% reduction in schedule completion delays, and a 78% reduction in safety incident rates of Total Recordable Incident Rate (TRIR), Days Away Restricted or Job Transfer (DART) and Motor Vehicle Crash (MVC), as evidence of achieving fit-for-purpose KPIs with safer, better, faster, and at lower costs.\u0000\u0000Social implications\u0000This paper does not discuss social implications\u0000\u0000Originality/value\u0000This paper successfully demonstrates a novel use of Knowledge-Based system with the integration AHP and HPM analysis to develop a hybrid KBPMS-L6s concept that successfully increases contractor productivity without compromising human safety performance while implementing ALE facility infrastructure maintenance program in upstream oil field operations.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140695923","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 : 2024-04-15DOI: 10.1108/ijlss-12-2023-0234
Joici Mendonça Muniz Gomes, R. Caiado, Taciana Mareth, Renan Silva Santos, L. F. Scavarda
Purpose To address the absence of Lean in transportation logistics in the digital era, this study aims to investigate the application of Lean transportation (LT) tools to reduce waste and facilitate the digital transformation of dedicated road transportation in the offshore industry. Design/methodology/approach The study adopts action research with a multimethod approach, including a scoping review, focus groups (FG) and participant observation. The research is conducted within the offshore supply chain of a major oil and gas company. Findings Implementing LT’s continuous improvement tools, particularly value stream mapping (VSM), reduces offshore transportation waste and provides empirical evidence about the intersection of Lean and digital technologies. Applying techniques drawn from organisational learning theory (OLT), stakeholders involved in VSM mapping and FGs engage in problem-solving and develop action plans, driving digital transformation. Waste reduction in loading and unloading stages leads to control actions, automation and process improvements, significantly reducing downtime. This results in an annual monetary gain of US$1.3m. The study also identifies waste related to human effort and underutilised digital resources. Originality/value This study contributes to theory and practice by using action research and LT techniques in a real intervention case. From the lens of OLT, it highlights the potential of LT tools for digital transformation and demonstrates the convergence of waste reduction through Lean and Industry 4.0 technologies in the offshore supply chain. Practical outputs, including a benchmarking questionnaire and a plan-do-check-act cycle, are provided for other companies in the same industry segment.
{"title":"Lean transportation tools towards waste reduction and digital transformation in the offshore industry: an action-research","authors":"Joici Mendonça Muniz Gomes, R. Caiado, Taciana Mareth, Renan Silva Santos, L. F. Scavarda","doi":"10.1108/ijlss-12-2023-0234","DOIUrl":"https://doi.org/10.1108/ijlss-12-2023-0234","url":null,"abstract":"\u0000Purpose\u0000To address the absence of Lean in transportation logistics in the digital era, this study aims to investigate the application of Lean transportation (LT) tools to reduce waste and facilitate the digital transformation of dedicated road transportation in the offshore industry.\u0000\u0000\u0000Design/methodology/approach\u0000The study adopts action research with a multimethod approach, including a scoping review, focus groups (FG) and participant observation. The research is conducted within the offshore supply chain of a major oil and gas company.\u0000\u0000\u0000Findings\u0000Implementing LT’s continuous improvement tools, particularly value stream mapping (VSM), reduces offshore transportation waste and provides empirical evidence about the intersection of Lean and digital technologies. Applying techniques drawn from organisational learning theory (OLT), stakeholders involved in VSM mapping and FGs engage in problem-solving and develop action plans, driving digital transformation. Waste reduction in loading and unloading stages leads to control actions, automation and process improvements, significantly reducing downtime. This results in an annual monetary gain of US$1.3m. The study also identifies waste related to human effort and underutilised digital resources.\u0000\u0000\u0000Originality/value\u0000This study contributes to theory and practice by using action research and LT techniques in a real intervention case. From the lens of OLT, it highlights the potential of LT tools for digital transformation and demonstrates the convergence of waste reduction through Lean and Industry 4.0 technologies in the offshore supply chain. Practical outputs, including a benchmarking questionnaire and a plan-do-check-act cycle, are provided for other companies in the same industry segment.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140702055","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 : 2024-04-08DOI: 10.1108/ijlss-05-2024-256
Daryl John Powell
{"title":"Artificial intelligence in lean manufacturing: digitalization with a human touch?","authors":"Daryl John Powell","doi":"10.1108/ijlss-05-2024-256","DOIUrl":"https://doi.org/10.1108/ijlss-05-2024-256","url":null,"abstract":"","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140731663","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 : 2024-04-05DOI: 10.1108/ijlss-10-2021-0178
Julianita Maria Scaranello Simões, José Carlos de Toledo, F. Lizarelli
Purpose Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line lean leader (FLL) capacities (cognitive, social, motivational, knowledge and experience), lean leader practices (developing people and supporting daily kaizen) and the degree of implementation of lean tools (pull system, involvement of employees and process control) in manufacturing companies. Design/methodology/approach A survey was conducted with FLLs from large Brazilian manufacturing companies. The survey collected 103 responses, 99 of which were validated. Data were analyzed using partial least squares structural equation modeling. Findings There was a positive, significant and direct relationship between FLL capacities, leadership practices and a degree of implementation of LPS tools on the shop floor. The validated model is a reference base for planning FLL capacities and practices that result in more effectively implementing LPS on the shop floor. Practical implications The findings provide managers with a new perspective on the importance of the development and training of FLLs focusing on leadership capacities. As decisions about developing lean capabilities impact the application of Lean leadership practices and the use of lean tools, they are also related to day-to-day lean activities and improved operational results. Additionally, the proposed model can be used by managers as a basis to diagnose, develop and select lean leaders. Originality/value This study seeks to fill a theoretical gap of knowledge on front-line lean leadership as it jointly addresses and empirically analyzes the existing relationships between lean leadership capacities, encompassing the perspective of psychology, lean practices and tools on the shop floor.
{"title":"Front-line lean leader capacities, practices and effects on implementing tools: a survey of leaders in industrial companies","authors":"Julianita Maria Scaranello Simões, José Carlos de Toledo, F. Lizarelli","doi":"10.1108/ijlss-10-2021-0178","DOIUrl":"https://doi.org/10.1108/ijlss-10-2021-0178","url":null,"abstract":"\u0000Purpose\u0000Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line lean leader (FLL) capacities (cognitive, social, motivational, knowledge and experience), lean leader practices (developing people and supporting daily kaizen) and the degree of implementation of lean tools (pull system, involvement of employees and process control) in manufacturing companies.\u0000\u0000\u0000Design/methodology/approach\u0000A survey was conducted with FLLs from large Brazilian manufacturing companies. The survey collected 103 responses, 99 of which were validated. Data were analyzed using partial least squares structural equation modeling.\u0000\u0000\u0000Findings\u0000There was a positive, significant and direct relationship between FLL capacities, leadership practices and a degree of implementation of LPS tools on the shop floor. The validated model is a reference base for planning FLL capacities and practices that result in more effectively implementing LPS on the shop floor.\u0000\u0000\u0000Practical implications\u0000The findings provide managers with a new perspective on the importance of the development and training of FLLs focusing on leadership capacities. As decisions about developing lean capabilities impact the application of Lean leadership practices and the use of lean tools, they are also related to day-to-day lean activities and improved operational results. Additionally, the proposed model can be used by managers as a basis to diagnose, develop and select lean leaders.\u0000\u0000\u0000Originality/value\u0000This study seeks to fill a theoretical gap of knowledge on front-line lean leadership as it jointly addresses and empirically analyzes the existing relationships between lean leadership capacities, encompassing the perspective of psychology, lean practices and tools on the shop floor.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140736546","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 : 2024-04-03DOI: 10.1108/ijlss-07-2023-0123
Tatiana da Costa Reis Moreira, Daniel Luiz de Mattos Nascimento, Yelena Smirnova, Ana Carla de Souza Gomes dos Santos
Purpose This paper explores Lean Six Sigma principles and the DMAIC (define, measure, analyze, improve, control) methodology to propose a new Lean Six Sigma 4.0 (LSS 4.0) framework for employee occupational exams and address the real-world issue of high-variability exams that may arise. Design/methodology/approach This study uses mixed methods, combining qualitative and quantitative data collection. A detailed case study assesses the impact of LSS interventions on the exam management process and tests the applicability of the proposed LSS 4.0 framework for employee occupational exams. Findings The results reveal that changing the health service supplier in the explored organization caused a substantial raise in occupational exams, leading to increased costs. By using syntactic interoperability, lean, six sigma and DMAIC approaches, improvements were identified, addressing process deviations and information requirements. Implementing corrective actions improved the exam process, reducing the number of exams and associated expenses. Research limitations/implications It is important to acknowledge certain limitations, such as the specific context of the case study and the exclusion of certain exam categories. Practical implications The practical implications of this research are substantial, providing organizations with valuable managerial insights into improving efficiency, reducing costs and ensuring regulatory compliance while managing occupational exams. Originality/value This study fills a research gap by applying LSS 4.0 to occupational exam management, offering a practical framework for organizations. It contributes to the existing knowledge base by addressing a relatively novel context and providing a detailed roadmap for process optimization.
{"title":"Lean six sigma 4.0 methodology for optimizing occupational exams in operations management","authors":"Tatiana da Costa Reis Moreira, Daniel Luiz de Mattos Nascimento, Yelena Smirnova, Ana Carla de Souza Gomes dos Santos","doi":"10.1108/ijlss-07-2023-0123","DOIUrl":"https://doi.org/10.1108/ijlss-07-2023-0123","url":null,"abstract":"\u0000Purpose\u0000This paper explores Lean Six Sigma principles and the DMAIC (define, measure, analyze, improve, control) methodology to propose a new Lean Six Sigma 4.0 (LSS 4.0) framework for employee occupational exams and address the real-world issue of high-variability exams that may arise.\u0000\u0000\u0000Design/methodology/approach\u0000This study uses mixed methods, combining qualitative and quantitative data collection. A detailed case study assesses the impact of LSS interventions on the exam management process and tests the applicability of the proposed LSS 4.0 framework for employee occupational exams.\u0000\u0000\u0000Findings\u0000The results reveal that changing the health service supplier in the explored organization caused a substantial raise in occupational exams, leading to increased costs. By using syntactic interoperability, lean, six sigma and DMAIC approaches, improvements were identified, addressing process deviations and information requirements. Implementing corrective actions improved the exam process, reducing the number of exams and associated expenses.\u0000\u0000\u0000Research limitations/implications\u0000It is important to acknowledge certain limitations, such as the specific context of the case study and the exclusion of certain exam categories.\u0000\u0000\u0000Practical implications\u0000The practical implications of this research are substantial, providing organizations with valuable managerial insights into improving efficiency, reducing costs and ensuring regulatory compliance while managing occupational exams.\u0000\u0000\u0000Originality/value\u0000This study fills a research gap by applying LSS 4.0 to occupational exam management, offering a practical framework for organizations. It contributes to the existing knowledge base by addressing a relatively novel context and providing a detailed roadmap for process optimization.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140747232","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 : 2024-03-28DOI: 10.1108/ijlss-09-2023-0151
Chieh-Yu Lin, Cathay Kuo-Tai Kang, Yi-Hui Ho
Purpose This study aims to analyze the determinants influencing Chinese manufacturing companies in implementing lean manufacturing (LM). Design/methodology/approach The determinants to be explored in this study consist of technological, organizational and environmental (TOE) dimensions. A questionnaire survey was conducted on Chinese manufacturing companies, and 208 samples were analyzed. Findings The findings show that the relative advantage of LM and organizational support have significantly positive effects on Chinese manufacturing firms’ adoption of LM. The complexity of LM, quality of human resources, organizational readiness, customer pressure, international situation, governmental support and environmental uncertainty do not have significant effects. Originality/value This paper contributes to the literature by using the TOE model to explore the factors influencing LM adoption in the Chinese manufacturing industry.
目的本研究旨在分析影响中国制造企业实施精益生产（LM）的决定因素。设计/方法/途径本研究探讨的决定因素包括技术、组织和环境（TOE）三个维度。研究结果表明，LM 的相对优势和组织支持对中国制造企业采用 LM 有显著的正向影响。本文采用 TOE 模型探讨了中国制造业采用 LM 的影响因素，为相关文献做出了贡献。
{"title":"Determinants of lean manufacturing adoption by Chinese manufacturers","authors":"Chieh-Yu Lin, Cathay Kuo-Tai Kang, Yi-Hui Ho","doi":"10.1108/ijlss-09-2023-0151","DOIUrl":"https://doi.org/10.1108/ijlss-09-2023-0151","url":null,"abstract":"Purpose\u0000This study aims to analyze the determinants influencing Chinese manufacturing companies in implementing lean manufacturing (LM).\u0000\u0000Design/methodology/approach\u0000The determinants to be explored in this study consist of technological, organizational and environmental (TOE) dimensions. A questionnaire survey was conducted on Chinese manufacturing companies, and 208 samples were analyzed.\u0000\u0000Findings\u0000The findings show that the relative advantage of LM and organizational support have significantly positive effects on Chinese manufacturing firms’ adoption of LM. The complexity of LM, quality of human resources, organizational readiness, customer pressure, international situation, governmental support and environmental uncertainty do not have significant effects.\u0000\u0000Originality/value\u0000This paper contributes to the literature by using the TOE model to explore the factors influencing LM adoption in the Chinese manufacturing industry.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140369111","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 : 2024-03-22DOI: 10.1108/ijlss-04-2023-0070
Giovanni Cláudio Pinto Condé, José Carlos Toledo, Mauro Luiz Martens
Purpose The purpose of this paper is to test and develop a method for generation and selection of six sigma projects. This is done by testing the use of the generation and selection method for six sigma projects (GSM_SSP) in a Brazilian manufacturing industry with the participation of managers, aiming to gather the user’s perspective and improvement opportunities for the approach itself. Design/methodology/approach The work adopts the action research (AR) approach once the researchers were busily involved in the training, implementation and use of the GSM_SSP. The intervention was performed in on a series of 15 workshops, with a group of managers, during six months. Findings The application of the eight steps of the GSM_SSP approach assisted the company’s management team to generate nine project candidates and also to select three six sigma projects. This study also finds and discusses barriers and lessons learned used to improve the GSM_SSP. Research limitations/implications This study presents an example of how six sigma project generation and selection has been applied to a manufacturing industry by adapting AR to the process using the eight steps of GSM_SSP, demonstrating how the management team was involved. This study should be replicated in different companies because AR is limited in its generalization. Originality/value To the best of the authors’ knowledge, this study represents the first use of AR methodology in six sigma project selection. This study contributes a method that can generate and select six sigma projects. In doing so, the research offers a simple approach that can be used by managers. In addition, the steps of the approach before selection were explored.
本文旨在测试和开发六西格玛项目的生成和选择方法。通过测试六西格玛项目的生成和选择方法（GSM_SSP）在巴西制造业中的使用情况，并让管理人员参与其中，旨在收集用户的观点和方法本身的改进机会。研究结果应用 GSM_SSP 方法的八个步骤，帮助公司管理团队产生了九个候选项目，并选择了三个六西格玛项目。本研究还发现并讨论了用于改进 GSM_SSP 的障碍和经验教训。研究局限性/意义本研究提供了一个实例，说明如何通过使用 GSM_SSP 的八个步骤将 AR 应用于流程，将六西格玛项目的生成和选择应用于制造业，并展示了管理团队是如何参与其中的。就作者所知，本研究是首次在六西格玛项目选择中使用 AR 方法。本研究提供了一种可以生成和选择六西格玛项目的方法。在此过程中，研究提供了一种可供管理人员使用的简单方法。此外，还探讨了选择前的步骤。
{"title":"Six sigma project generation and selection: an action research study","authors":"Giovanni Cláudio Pinto Condé, José Carlos Toledo, Mauro Luiz Martens","doi":"10.1108/ijlss-04-2023-0070","DOIUrl":"https://doi.org/10.1108/ijlss-04-2023-0070","url":null,"abstract":"Purpose\u0000The purpose of this paper is to test and develop a method for generation and selection of six sigma projects. This is done by testing the use of the generation and selection method for six sigma projects (GSM_SSP) in a Brazilian manufacturing industry with the participation of managers, aiming to gather the user’s perspective and improvement opportunities for the approach itself.\u0000\u0000Design/methodology/approach\u0000The work adopts the action research (AR) approach once the researchers were busily involved in the training, implementation and use of the GSM_SSP. The intervention was performed in on a series of 15 workshops, with a group of managers, during six months.\u0000\u0000Findings\u0000The application of the eight steps of the GSM_SSP approach assisted the company’s management team to generate nine project candidates and also to select three six sigma projects. This study also finds and discusses barriers and lessons learned used to improve the GSM_SSP.\u0000\u0000Research limitations/implications\u0000This study presents an example of how six sigma project generation and selection has been applied to a manufacturing industry by adapting AR to the process using the eight steps of GSM_SSP, demonstrating how the management team was involved. This study should be replicated in different companies because AR is limited in its generalization.\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, this study represents the first use of AR methodology in six sigma project selection. This study contributes a method that can generate and select six sigma projects. In doing so, the research offers a simple approach that can be used by managers. In addition, the steps of the approach before selection were explored.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140220628","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 In the highly competitive business landscape, manufacturing firms need to adopt an effective manufacturing strategy to attain a successful world-class manufacturing status. Over the past few decades, the lean manufacturing (LM) approach has gained recognition as one of the foremost strategies for enhancing performance. However, the implementation of LM poses significant challenges due to several barriers. The purpose of this paper is to investigate the primary barriers to lean implementation within the apparel industry. Design/methodology/approach This paper used an exploratory study approach, using a three-part structured questionnaire to assess the level of agreement on different lean barriers. The measurement of these barriers was conducted using a five-point Likert scale. Empirical data were collected from 177 apparel companies located in Bangladesh. Findings The findings of the research highlight that the primary obstacles to implementing LI include a lack of understanding of the lean manufacturing system (LMS), the manufacturing process, the company culture and resistance from employees. Research limitations/implications This paper could potentially limit the generalizability of this research, as it exclusively examines a single manufacturing sector – the apparel industry. Practical implications This paper will help practitioners in finding solutions to resolve discrepancies between current manufacturing practices and the LMS. Originality/value This paper fulfills an identified need to examine the extent of lean adoption within the apparel industry of Bangladesh.
{"title":"Lean implementation barriers in the apparel industry in Bangladesh","authors":"Abul Bashar, Ahsan Akhtar Hasin, Md. Nazmus Sakib, Nabila Binta Bashar","doi":"10.1108/ijlss-12-2022-0249","DOIUrl":"https://doi.org/10.1108/ijlss-12-2022-0249","url":null,"abstract":"Purpose\u0000In the highly competitive business landscape, manufacturing firms need to adopt an effective manufacturing strategy to attain a successful world-class manufacturing status. Over the past few decades, the lean manufacturing (LM) approach has gained recognition as one of the foremost strategies for enhancing performance. However, the implementation of LM poses significant challenges due to several barriers. The purpose of this paper is to investigate the primary barriers to lean implementation within the apparel industry.\u0000\u0000Design/methodology/approach\u0000This paper used an exploratory study approach, using a three-part structured questionnaire to assess the level of agreement on different lean barriers. The measurement of these barriers was conducted using a five-point Likert scale. Empirical data were collected from 177 apparel companies located in Bangladesh.\u0000\u0000Findings\u0000The findings of the research highlight that the primary obstacles to implementing LI include a lack of understanding of the lean manufacturing system (LMS), the manufacturing process, the company culture and resistance from employees.\u0000\u0000Research limitations/implications\u0000This paper could potentially limit the generalizability of this research, as it exclusively examines a single manufacturing sector – the apparel industry.\u0000\u0000Practical implications\u0000This paper will help practitioners in finding solutions to resolve discrepancies between current manufacturing practices and the LMS.\u0000\u0000Originality/value\u0000This paper fulfills an identified need to examine the extent of lean adoption within the apparel industry of Bangladesh.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140221794","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 : 2024-02-08DOI: 10.1108/ijlss-02-2024-255
B. Lameijer, Jeroen De Mast, Jiju Antony
{"title":"How to publish operational excellence case studies in the IJLSS: a viewpoint article","authors":"B. Lameijer, Jeroen De Mast, Jiju Antony","doi":"10.1108/ijlss-02-2024-255","DOIUrl":"https://doi.org/10.1108/ijlss-02-2024-255","url":null,"abstract":"","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2024-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139852242","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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