The purpose of this paper is to introduce a value improvement model (VIM) for repetitive processes applicable to any business where people and/or plant provide a service to support the overall business objective. Arguing competitive advantage can be realised through different amalgams of productive and strategic resources, the VIM introduced focuses on aligning resource bundles and influencing factors creating efficacious, efficient and effective processes by applying Lean thinking and Six Sigma tools and techniques more holistically.
The research methodology taken incorporated a case study approach complimented by the action research process of planning, observing and reflecting summarized as an action case study research design. The case study data examine the development of a management cycle of value improvement on an inter‐terminal shuttle transportation system within a busy international airport.
The VIM has been proven as a useful model for understanding the critical inputs and influencing factors for delivering sustainable improvements to repetitive processes in a service industry environment.
The research was completed in situ at a single business using a single case study example to develop and test the conceptual framework. The VIM would therefore benefit from being applied in both manufacturing and service industry environments to identify other potential environmental factors influencing the repetitive processes, increasing the usefulness to other potential users.
This research project has developed a visual and systematic framework that enables managers to understand, assess and improve repetitive processes within their businesses. The case study example presented in the paper show how this framework can be applied to the setting up of value improvement management cycles.
Gibbons, P., Kennedy, C., Burgess, S. and Godfrey, P. (2012), "The development of a value improvement model for repetitive processes (VIM): Combining Lean, Six Sigma and systems thinking", International Journal of Lean Six Sigma, Vol. 3 No. 4, pp. 315-338. https://doi.org/10.1108/20401461211284770Download as .RIS
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