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":null,"pages":null},"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":null,"pages":null},"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}
Pub Date : 2023-08-22DOI: 10.1108/ijlss-11-2021-0191
Leandro Rocha Dos Santos, E. Holmen, A. Pedersen, Maria Flavia Mogos, Eirin Lodgaard, D. Powell
Purpose Toyota had mature lean capabilities when developing its supplier network. This paper aims to explore how companies can develop a Toyota-style supplier network (TSN) while their lean capabilities are still evolving. Design/methodology/approach Theoretically, this paper relies on the literature on lean maturity levels and lean supplier network development. Empirically, the paper portrays a Toyota-style initiative, detailing the buyer’s efforts to develop internal lean capabilities concurrently with developing lean in its supplier network. It compares the Network for supplier innovation (NSI) initiative with TSN development regarding activities, organizations and knowledge-sharing routines. Findings Unlike the sequential development in the case of Toyota, NSI improved performance and capabilities in the buyer’s supplier network by implementing lean in the firm and its supplier network concurrently. Third-party involvement was the key to the initiative’s success. Research limitations/implications The findings are based on an in-depth single-case study which allows theoretical generalization but not statistical generalization. Furthermore, the case study concerns an initiative with Norwegian firms during a financial recession. Future studies should consider these limitations on how firms with evolving lean capabilities can develop a TSN-style supplier network and the importance of involving third parties operating in the role of lean master. Practical implications This study suggests what buying firms should consider when designing a TSN initiative, enrolling suppliers and engaging third parties that can take on the role of lean master. Originality/value Previous research has focused on how mature lean firms develop lean suppliers and networks. This paper extends this to firms whose lean capabilities are still evolving.
{"title":"How can a buying company develop a Toyota-style supplier network while its lean capabilities are still evolving?","authors":"Leandro Rocha Dos Santos, E. Holmen, A. Pedersen, Maria Flavia Mogos, Eirin Lodgaard, D. Powell","doi":"10.1108/ijlss-11-2021-0191","DOIUrl":"https://doi.org/10.1108/ijlss-11-2021-0191","url":null,"abstract":"\u0000Purpose\u0000Toyota had mature lean capabilities when developing its supplier network. This paper aims to explore how companies can develop a Toyota-style supplier network (TSN) while their lean capabilities are still evolving.\u0000\u0000\u0000Design/methodology/approach\u0000Theoretically, this paper relies on the literature on lean maturity levels and lean supplier network development. Empirically, the paper portrays a Toyota-style initiative, detailing the buyer’s efforts to develop internal lean capabilities concurrently with developing lean in its supplier network. It compares the Network for supplier innovation (NSI) initiative with TSN development regarding activities, organizations and knowledge-sharing routines.\u0000\u0000\u0000Findings\u0000Unlike the sequential development in the case of Toyota, NSI improved performance and capabilities in the buyer’s supplier network by implementing lean in the firm and its supplier network concurrently. Third-party involvement was the key to the initiative’s success.\u0000\u0000\u0000Research limitations/implications\u0000The findings are based on an in-depth single-case study which allows theoretical generalization but not statistical generalization. Furthermore, the case study concerns an initiative with Norwegian firms during a financial recession. Future studies should consider these limitations on how firms with evolving lean capabilities can develop a TSN-style supplier network and the importance of involving third parties operating in the role of lean master.\u0000\u0000\u0000Practical implications\u0000This study suggests what buying firms should consider when designing a TSN initiative, enrolling suppliers and engaging third parties that can take on the role of lean master.\u0000\u0000\u0000Originality/value\u0000Previous research has focused on how mature lean firms develop lean suppliers and networks. This paper extends this to firms whose lean capabilities are still evolving.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43989419","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 : 2023-08-22DOI: 10.1108/ijlss-05-2022-0121
Eirin Lodgaard, N. Iakymenko, Maria Flavia Mogos
Purpose The purpose of this study is to investigate how Toyota Kata can be effectively applied in the engineer-to-order (ETO) manufacturing within the construction industry. The objective is to identify the critical success factors (CSFs) for the Toyota Kata implementation in this environment and to develop a continuous improvement (CI) method – based on Toyota Kata and adapted to the ETO manufacturing within the construction industry. Design/methodology/approach An action research (AR) approach was applied, which includes a participatory form of inquiry and learning from both intended and unintended outcomes, while simultaneously building up scientific knowledge about successful implementation of Toyota Kata. Findings All the CSFs in the AR project are addressed by the earlier literature, thus confirming the existing body of knowledge. Moreover, the existing knowledge was arguably extended through the modified Toyota Kata as an approach for CI. New elements regarding how to run the small experiments by extending the core team with personnel who work with the problem on a daily basis. Originality/value This research addresses a gap identified in the literature regarding how Toyota Kata can be adapted to the ETO manufacturing within the construction industry. It also presents an overview of CSFs for the Toyota Kata implementation in this environment.
{"title":"Toyota Kata for continuous improvement; an action research project in the construction industry","authors":"Eirin Lodgaard, N. Iakymenko, Maria Flavia Mogos","doi":"10.1108/ijlss-05-2022-0121","DOIUrl":"https://doi.org/10.1108/ijlss-05-2022-0121","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to investigate how Toyota Kata can be effectively applied in the engineer-to-order (ETO) manufacturing within the construction industry. The objective is to identify the critical success factors (CSFs) for the Toyota Kata implementation in this environment and to develop a continuous improvement (CI) method – based on Toyota Kata and adapted to the ETO manufacturing within the construction industry.\u0000\u0000\u0000Design/methodology/approach\u0000An action research (AR) approach was applied, which includes a participatory form of inquiry and learning from both intended and unintended outcomes, while simultaneously building up scientific knowledge about successful implementation of Toyota Kata.\u0000\u0000\u0000Findings\u0000All the CSFs in the AR project are addressed by the earlier literature, thus confirming the existing body of knowledge. Moreover, the existing knowledge was arguably extended through the modified Toyota Kata as an approach for CI. New elements regarding how to run the small experiments by extending the core team with personnel who work with the problem on a daily basis.\u0000\u0000\u0000Originality/value\u0000This research addresses a gap identified in the literature regarding how Toyota Kata can be adapted to the ETO manufacturing within the construction industry. It also presents an overview of CSFs for the Toyota Kata implementation in this environment.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49227866","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 : 2023-08-14DOI: 10.1108/ijlss-12-2022-0253
Ariana Araujo, A. Alves, F. Romero
Purpose This paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean companies. Lean should be holistically implemented to achieve the performance for what it is known. Pull is one of the Lean thinking principles, and it is the production control system underneath the Lean philosophy. However, to implement pull, an organizational transformation in companies’ different areas is needed. Design/methodology/approach This model was developed following up a case study of a representative example of a multinational company which has been implementing Lean for a long time but without achieving a well-succeeded pull implementation. Findings Based on that, the authors developed the LOOP model that is an integrated framework with the goal to promote a Lean culture, which includes four dimensions: leadership, organization, operation and people. Originality/value Based on the LOOP conceptual model, a different, and hopefully more effective, perspective is presented, establishing some proposals for the four dimensions and for the production and control system selection criteria to implement Lean.
{"title":"A conceptual model for pull implementation based on the dimensions leadership, organization, operation and people","authors":"Ariana Araujo, A. Alves, F. Romero","doi":"10.1108/ijlss-12-2022-0253","DOIUrl":"https://doi.org/10.1108/ijlss-12-2022-0253","url":null,"abstract":"\u0000Purpose\u0000This paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean companies. Lean should be holistically implemented to achieve the performance for what it is known. Pull is one of the Lean thinking principles, and it is the production control system underneath the Lean philosophy. However, to implement pull, an organizational transformation in companies’ different areas is needed.\u0000\u0000\u0000Design/methodology/approach\u0000This model was developed following up a case study of a representative example of a multinational company which has been implementing Lean for a long time but without achieving a well-succeeded pull implementation.\u0000\u0000\u0000Findings\u0000Based on that, the authors developed the LOOP model that is an integrated framework with the goal to promote a Lean culture, which includes four dimensions: leadership, organization, operation and people.\u0000\u0000\u0000Originality/value\u0000Based on the LOOP conceptual model, a different, and hopefully more effective, perspective is presented, establishing some proposals for the four dimensions and for the production and control system selection criteria to implement Lean.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44364536","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 : 2023-07-28DOI: 10.1108/ijlss-01-2023-0013
Mohammad Omar Aburumman, R. Sweis, Ghaleb J. Sweis
Purpose The construction industry sector is developing rapidly, especially with the increasing pace of the Fourth Industrial Revolution in this sector. Construction projects can benefit from greater integration and collaboration between their technologies and processes to reap the advantages and keep pace with the recent significant technological and managerial techniques developments. Therefore, this study aims to delve into and investigate building information modeling (BIM) and Lean Construction (L.C.) with a concentration on the potential BIM–lean interactions synergy and integration in the Jordanian construction industry. Design/methodology/approach This study takes exploratory nature, followed by the deductive research approach, and is designed to be a mono-quantitative research methodology. Moreover, the sampling technique is non-probability convenience sampling, and the research strategy is implemented through a questionnaire used and analyzed by using Statistical Package for Social Science to conduct descriptive and inferential statistical analysis and verify the reliability and validity through proper tests. Findings The BIM–lean interactions synergy and integration findings revealed that eliminating waste (time, cost, resources), promoting continuous improvement (Kaizen) and standardizing as lean construction principles are the most significant and agreeable toward achieving BIM–lean interactions synergy. On the other hand, “High 3D Visualization Modelling” was the most significant BIM function, followed by “Rapid and Auto-Generation of Documents and Multiple Design Alternatives” and “Maintenance of Information and Design Model Integrity.” Moreover, based on the relative importance index (RII) values, “Lack of Technical Expertise in BIM-LEAN” is the most significant challenge with a 0.89 value of RII, followed by “Lack of Government Direction and Standard Guidelines” with a 0.88 value of RII and “Financial considerations” with a 0.83 value of RII. Originality/value This study will help provide a new detailed overview that investigates the effects and expected benefits of integrating BIM processes and technological functionalities with lean construction principles within a synergetic environment. Moreover, the study will increase the awareness of using new technologies and management approaches in the architectural, engineering and construction industry, seeking to achieve integration between these technologies to reach ideal results in terms of the outputs of construction operations.
{"title":"Investigating building information modelling (BIM) and lean construction: the potential BIM-lean interactions synergy and integration in the Jordanian construction industry","authors":"Mohammad Omar Aburumman, R. Sweis, Ghaleb J. Sweis","doi":"10.1108/ijlss-01-2023-0013","DOIUrl":"https://doi.org/10.1108/ijlss-01-2023-0013","url":null,"abstract":"\u0000Purpose\u0000The construction industry sector is developing rapidly, especially with the increasing pace of the Fourth Industrial Revolution in this sector. Construction projects can benefit from greater integration and collaboration between their technologies and processes to reap the advantages and keep pace with the recent significant technological and managerial techniques developments. Therefore, this study aims to delve into and investigate building information modeling (BIM) and Lean Construction (L.C.) with a concentration on the potential BIM–lean interactions synergy and integration in the Jordanian construction industry.\u0000\u0000\u0000Design/methodology/approach\u0000This study takes exploratory nature, followed by the deductive research approach, and is designed to be a mono-quantitative research methodology. Moreover, the sampling technique is non-probability convenience sampling, and the research strategy is implemented through a questionnaire used and analyzed by using Statistical Package for Social Science to conduct descriptive and inferential statistical analysis and verify the reliability and validity through proper tests.\u0000\u0000\u0000Findings\u0000The BIM–lean interactions synergy and integration findings revealed that eliminating waste (time, cost, resources), promoting continuous improvement (Kaizen) and standardizing as lean construction principles are the most significant and agreeable toward achieving BIM–lean interactions synergy. On the other hand, “High 3D Visualization Modelling” was the most significant BIM function, followed by “Rapid and Auto-Generation of Documents and Multiple Design Alternatives” and “Maintenance of Information and Design Model Integrity.” Moreover, based on the relative importance index (RII) values, “Lack of Technical Expertise in BIM-LEAN” is the most significant challenge with a 0.89 value of RII, followed by “Lack of Government Direction and Standard Guidelines” with a 0.88 value of RII and “Financial considerations” with a 0.83 value of RII.\u0000\u0000\u0000Originality/value\u0000This study will help provide a new detailed overview that investigates the effects and expected benefits of integrating BIM processes and technological functionalities with lean construction principles within a synergetic environment. Moreover, the study will increase the awareness of using new technologies and management approaches in the architectural, engineering and construction industry, seeking to achieve integration between these technologies to reach ideal results in terms of the outputs of construction operations.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44590647","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 : 2023-07-24DOI: 10.1108/ijlss-08-2022-0168
L. L. Klein, José Moyano-Fuentes, Kelmara Mendes Vieira, Diego Russowsky Marçal
Purpose The purpose of this paper is to evaluate the causal relationship between Lean practices and team performance. Specifically, the authors tried to demonstrate which practices act as enablers of continuous improvement and waste elimination and what is their impact on team performance. Design/methodology/approach A survey was carried out in a Higher Education Institution (HEI) in Southern Brazil. The authors obtained a sample of 785 respondents. The data analysis procedures involved confirmatory factor analysis and structural equations modeling. Findings The results of the research provided support for the positive influence of continuous improvement on waste elimination and of these two practices on team performance. In addition, empirical support was obtained for the effect of leadership support, employee involvement and internal process customers on continuous improvement. Research limitations/implications Data collection was carried out online, so we were not able to maintain full control of the research respondents. This research generates relevant insights for decision-makers in the HEI environment, especially concerning Lean practices and team performance. The effects analyzed are even more relevant given the pandemic context. Practical implications This study shows how some higher education Lean practices can positively affect continuous improvement and better team performance. The results raise important insights for decision-makers to offer better higher education public services, especially given the context and changes imposed by the pandemic situation. Originality/value This paper initiates the discussion about enablers of continuous improvement and waste elimination in HEI and demonstrates their impact on team performance.
{"title":"An exploratory study of the relationships between Lean practices and team performance in higher education","authors":"L. L. Klein, José Moyano-Fuentes, Kelmara Mendes Vieira, Diego Russowsky Marçal","doi":"10.1108/ijlss-08-2022-0168","DOIUrl":"https://doi.org/10.1108/ijlss-08-2022-0168","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to evaluate the causal relationship between Lean practices and team performance. Specifically, the authors tried to demonstrate which practices act as enablers of continuous improvement and waste elimination and what is their impact on team performance.\u0000\u0000\u0000Design/methodology/approach\u0000A survey was carried out in a Higher Education Institution (HEI) in Southern Brazil. The authors obtained a sample of 785 respondents. The data analysis procedures involved confirmatory factor analysis and structural equations modeling.\u0000\u0000\u0000Findings\u0000The results of the research provided support for the positive influence of continuous improvement on waste elimination and of these two practices on team performance. In addition, empirical support was obtained for the effect of leadership support, employee involvement and internal process customers on continuous improvement.\u0000\u0000\u0000Research limitations/implications\u0000Data collection was carried out online, so we were not able to maintain full control of the research respondents. This research generates relevant insights for decision-makers in the HEI environment, especially concerning Lean practices and team performance. The effects analyzed are even more relevant given the pandemic context.\u0000\u0000\u0000Practical implications\u0000This study shows how some higher education Lean practices can positively affect continuous improvement and better team performance. The results raise important insights for decision-makers to offer better higher education public services, especially given the context and changes imposed by the pandemic situation.\u0000\u0000\u0000Originality/value\u0000This paper initiates the discussion about enablers of continuous improvement and waste elimination in HEI and demonstrates their impact on team performance.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49025211","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 : 2023-07-17DOI: 10.1108/ijlss-11-2022-0227
Mahender Singh Kaswan, R. Rathi, J. Antony, Jennifer Cross, J. Garza‐Reyes, Mahipal Singh, Inder Preet Singh, M. Sony
Purpose The coronavirus (COVID-19) pandemic has led to a surge in demand for health-care facilities, medicines, vaccines and other health-care items. The purpose of this study is to investigate different facets of integrated Green Lean Six Sigma and Industry 4.0 approach in the context of COVID-19 for better healthcare management. Integrating Green Lean Six Sigma (GLSS) and Industry 4.0 (I4.0) has the potential to meet the modern demand of health-care units and also leads to improving the quality of inpatient care with better safety, hygiene and real-time diagnoses. A systematic review has been conducted to determine the tools/techniques, challenges, application areas and potential benefits for the adoption of an integrated GLSS-I4.0 approach within health-care facilities from the perspective of COVID management. Further, a conceptual framework of integrated GLSS-I4.0 has been proposed for better COVID management. Design/methodology/approach To conduct the literature review, the authors used the preferred reporting items for systematic reviews and meta-analysis and covers relevant papers from the arrival of COVID-19. Based on the systematic understanding of the different facets of the integrated GLSS-I4.0 approach and through insights of experts (academicians and health-care personnel), a conceptual framework is proposed to combat COVID-19 for better detection, prevention and cure. Findings The systematic review presented here provides different avenues to comprehend the different facets of the integrated GLSS-I4.0 approach in different areas of COVID health-care management. In this study, the proposed framework reveals that the Internet of Things, big data and artificial intelligence are the major constituents of I4.0 technologies that lead to better COVID management. Moreover, integration of I4.0 with GLSS aids during different stages of the COVID management, right from diagnosis, manufacture of items and inpatient and outpatient care of the affected person. Practical implications This study provides a significant knowledge database to the practitioners by understanding different tools and techniques of an integrated approach for better COVID management. Moreover, the proposed framework aids to grab day-to-day information from the affected people and ensures reduced hospital stay with better space utilization and the creation of a healthy environment around the patient. This inclusive implementation of the proposed framework will enhance knowledge base in medical areas and provides different novel prospects to combat other medical urgencies. Originality/value To the best of the authors’ knowledge, this study is the first of its kind to review different facets of the integrated GLSS-I4.0 approach with a view of the COVID health-care perspective and provides a conceptual framework.
{"title":"Integrated Green Lean Six Sigma-Industry 4.0 approach to combat COVID-19: from literature review to framework development","authors":"Mahender Singh Kaswan, R. Rathi, J. Antony, Jennifer Cross, J. Garza‐Reyes, Mahipal Singh, Inder Preet Singh, M. Sony","doi":"10.1108/ijlss-11-2022-0227","DOIUrl":"https://doi.org/10.1108/ijlss-11-2022-0227","url":null,"abstract":"\u0000Purpose\u0000The coronavirus (COVID-19) pandemic has led to a surge in demand for health-care facilities, medicines, vaccines and other health-care items. The purpose of this study is to investigate different facets of integrated Green Lean Six Sigma and Industry 4.0 approach in the context of COVID-19 for better healthcare management. Integrating Green Lean Six Sigma (GLSS) and Industry 4.0 (I4.0) has the potential to meet the modern demand of health-care units and also leads to improving the quality of inpatient care with better safety, hygiene and real-time diagnoses. A systematic review has been conducted to determine the tools/techniques, challenges, application areas and potential benefits for the adoption of an integrated GLSS-I4.0 approach within health-care facilities from the perspective of COVID management. Further, a conceptual framework of integrated GLSS-I4.0 has been proposed for better COVID management.\u0000\u0000\u0000Design/methodology/approach\u0000To conduct the literature review, the authors used the preferred reporting items for systematic reviews and meta-analysis and covers relevant papers from the arrival of COVID-19. Based on the systematic understanding of the different facets of the integrated GLSS-I4.0 approach and through insights of experts (academicians and health-care personnel), a conceptual framework is proposed to combat COVID-19 for better detection, prevention and cure.\u0000\u0000\u0000Findings\u0000The systematic review presented here provides different avenues to comprehend the different facets of the integrated GLSS-I4.0 approach in different areas of COVID health-care management. In this study, the proposed framework reveals that the Internet of Things, big data and artificial intelligence are the major constituents of I4.0 technologies that lead to better COVID management. Moreover, integration of I4.0 with GLSS aids during different stages of the COVID management, right from diagnosis, manufacture of items and inpatient and outpatient care of the affected person.\u0000\u0000\u0000Practical implications\u0000This study provides a significant knowledge database to the practitioners by understanding different tools and techniques of an integrated approach for better COVID management. Moreover, the proposed framework aids to grab day-to-day information from the affected people and ensures reduced hospital stay with better space utilization and the creation of a healthy environment around the patient. This inclusive implementation of the proposed framework will enhance knowledge base in medical areas and provides different novel prospects to combat other medical urgencies.\u0000\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, this study is the first of its kind to review different facets of the integrated GLSS-I4.0 approach with a view of the COVID health-care perspective and provides a conceptual framework.\u0000","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47327269","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 : 2023-06-29DOI: 10.1108/ijlss-07-2023-232
V. Sunder M.
{"title":"Guest editorial: Applications of operational excellence practices in Indian contexts","authors":"V. Sunder M.","doi":"10.1108/ijlss-07-2023-232","DOIUrl":"https://doi.org/10.1108/ijlss-07-2023-232","url":null,"abstract":"","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":4.0,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44489353","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 software development (SD), practitioners have realized the importance of lean thinking. A new term “Leagile” is coined, which is an integrated approach of traditional lean and agile thinking to managing the operations. The study aims to investigate the application of the Leagile principles in a new sector and establish a relationship between the adoption of Leagile approach and operational performance (OP) in SD organizations. Design/methodology/approach Empirical research is conducted to investigate the linkage between the Leagile principles and operational measures. Data is collected through surveys from 256 SD industries located in 11 states of India and analysed using the structural equation modelling approach. Findings The practitioners envisage a positive impact of adoption of Leagile principles on OP of SD organizations, but one of the principles, i.e. perfection, is unable to influence the performance. Originality/value The study contributes by authorizing the contribution of Leagile principles towards OP of SD organizations. The outcomes will motivate the practitioners to enhance the adoption of Leagile principles in SD organizations.
{"title":"The impact of Leagile software development on operational performance","authors":"Ramkaran Yadav, Vinod Yadav, M.L. Mittal, Rakesh Jain, Jigyasa Yadav","doi":"10.1108/ijlss-06-2021-0111","DOIUrl":"https://doi.org/10.1108/ijlss-06-2021-0111","url":null,"abstract":"Purpose In software development (SD), practitioners have realized the importance of lean thinking. A new term “Leagile” is coined, which is an integrated approach of traditional lean and agile thinking to managing the operations. The study aims to investigate the application of the Leagile principles in a new sector and establish a relationship between the adoption of Leagile approach and operational performance (OP) in SD organizations. Design/methodology/approach Empirical research is conducted to investigate the linkage between the Leagile principles and operational measures. Data is collected through surveys from 256 SD industries located in 11 states of India and analysed using the structural equation modelling approach. Findings The practitioners envisage a positive impact of adoption of Leagile principles on OP of SD organizations, but one of the principles, i.e. perfection, is unable to influence the performance. Originality/value The study contributes by authorizing the contribution of Leagile principles towards OP of SD organizations. The outcomes will motivate the practitioners to enhance the adoption of Leagile principles in SD organizations.","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135904403","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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