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This technological article deals with a case study to implement an improvement to reduce the machine setup of an industrial process, in addition to the development of people using the A3 methodology for problem-solving.

As a research method, action research was used in a single-case study applied to a motorcycle production company, using the concept of the A3 report for problem-solving as the theoretical basis.

The implementation of the improvement in the process resulted in a reduction of 70.4% of the preparation time (setup) of the machines, thus eliminating the need to add a third production shift.

It has been applied to only one company, so it lacks a feasibility check to be implemented in other companies.

Regarding its practical contribution, the authors first consider that the proposed method can also be applied in small and medium-sized companies (SMEs), since the investment in this problem-solving approach is low without necessarily implementing the lean production system that, it is usually complex, time-consuming and requires the allocation of a substantial amount of resources by companies. The second practical contribution of this work is that the proposed A3 problem-solving methodology can serve as a guide for managers to implement or improve different industrial and service processes.

It has been applied to only one company, so it lacks a feasibility check to be implemented in other companies.

The purpose of this paper is to propose a methodology to support the Hoshin Kanri (HK) process taking into account the variance of senior managers’ perspective regarding the relationships among objectives, key performance indicators and continuous improvement (CI) projects.

A four-step methodology incorporates the A3 report into the HK, whose deployment was weighted by the variability among managers’ perception about the importance of each decision. This methodology was applied in a market-leader Mexican auto parts manufacturing company that is undergoing a Lean Manufacturing (LM) implementation.

The results indicate that the proposed methodology provides an easier approach to consolidate different perspectives and weight the importance of CI projects. Moreover, it minimizes the possibility of managerial conflicts or the influence of a determined senior manager on others’ opinions during the deployment and prioritization.

This work may be of great interest to managers, consultants and professionals who deal with the implementation of LM and wish to prioritize the importance of CI projects within the perspective of HK.

HK provides a systematic approach to integrate strategic management with daily routine management through an adequate deployment of organizational policies to all levels. However, companies usually struggle with several issues such as the style of senior managers and consensus establishment among different opinions, which emphasizes the relevance of the proposed methodology in this study.

The purpose of this paper is to examine empirically why a systematic problem-solving routine can play an important role in the process improvement efforts of hospitals.

Data on 18 process improvement cases were collected through semi-structured interviews, reports and other documents, and artifacts associated with the cases. The data were analyzed using a grounded theory approach.

Adherence to all the steps of the problem-solving routine correlated to greater degrees of improvement across the sample. Analysis resulted in two models. The first partially explains why hospital workers tended to enact short-term solutions when faced with process-related problems; and tended not seek longer-term solutions that prevent problems from recurring. The second model highlights a set of self-reinforcing behaviors that are more likely to address problem recurrence and result in sustained process improvement.

The study was conducted in one hospital setting.

Hospital managers can improve patient care and increase operational efficiency by adopting and diffusing problem-solving routines that embody three key characteristics.

This paper offers new insights on why caregivers adopt short-term approaches to problem solving. Three characteristics of an effective problem-solving routine in a healthcare setting are proposed.

This paper is one of seven in this volume that aims to elaborate different approaches to quality improvement in education. It delineates a methodology called Lean for Education.

The paper presents the origins, theoretical foundations, core concepts and a case study demonstrating an application in US education, specifically dealing with the problem of improving technology supports and services for instructional purposes in a school district system.

An approach borrowed from manufacturing, Lean is aimed at creating and delivering the greatest value to the clients or “customers” in education systems while consuming the fewest resources and eliminating waste. Simultaneously, the method engages the organization in continuous problem solving, learning and making quality improvements with Plan-Do-Check-Act cycles. The core concepts that organize the Lean for Education approach are: continuous improvement and respect for people (Emiliani, 2005).

Few theoretical treatments and demonstration cases are currently available on commonly used models of quality improvement in other fields that might have potential value in improving education systems internationally, such as large grade kindergarten-to-12 education systems in the USA. This paper fills this gap by elucidating one promising approach. The paper also derives value as it permits a comparison of the Lean for Education method with other quality improvement approaches treated in this volume.

The objective of this paper is to propose a systematic application of Lean Healthcare in the hospitalization activity in the medical clinic entry process.

The methodology used is established in three stages: the first aims to map the process in which the focus activity is inserted, using lean tools, as well as integrating the employees involved in the application. The second is the proposal to apply the systematic, together with the employees, using the A3 tool step by step. Finally, the third stage confirms the applied systematic, collecting the results and analyzing the initial situation with those reached.

As a result, improvements were made in the medical clinic entry process, such as reduced waiting time for patients, at approximately 53.8%, with a decrease in the standard deviation of the times – of approximately 79.14%, and displacement of those involved, of 72%, in addition to eliminating unnecessary activities for the process. Furthermore, the empirical results on the efficiency of this systemic application in medical clinic enable the replication of this proposal, generating a systematic.

Despite establishing a systematic proposal with real results, it is focused on only one application, due to time limitations, may generate a subjective evaluation of the systematic. Thus, for future research, it is recommended to expand this systemic application in other activities of different processes.

The practical implications of this paper are precisely related to the data obtained with the application made, developing a Lean Healthcare systematic not previously seen, which is strategic, systemic and has a roadmap to assist in its application and, in addition, brings with it practical results that prove their efficiency.

The social implications of this paper are presented in its empirical results, considering that the study hospital serves, in addition to its host city, 28 other smaller municipalities around it, improving the flow of processes, ensuring better management of the clinic doctor. In addition, the results can assist the processes flow of other medical clinics in hospitals around the world, especially at critical moments, such as pandemics or epidemics.

Due to the positive results obtained in the systematic application, this paper fills a gap identified in the literature, proposing a systematic application of Lean Healthcare that is systemic and strategic, in addition to including a roadmap and analysis of data applied in a medium-sized Brazilian hospital, presenting positive practical results exposed in the paper.

Additive manufacturing (AM) processes are the integration of many different science and engineering-related disciplines, such as material metrology, design, process planning, in-situ and off-line measurements and controls. Major integration challenges arise because of the increasing complexity of AM systems and a lack of support among vendors for interoperability. The result is that data cannot be readily shared among the components of that system. In an attempt to better homogenization this data, this paper aims to provide a reference model for data sharing of the activities to be under-taken in the AM process, laser-based powder bed fusion (PBF).

The activity model identifies requirements for developing a process data model. The authors’ approach begins by formally decomposing the PBF processes using an activity-modeling methodology. The resulting activity model is a means to structure process-related PBF data and align that data with specific PBF sub-processes.

This model in this paper provides the means to understand the organization of process activities and sub-activities and the flows among them in AM PBF processes.

The model is for modeling AM activities and data associated with these activity. Data modeling is not included in this work.

After modeling the selected PBF process and its sub-processes as activities, the authors discuss requirements for developing the development of more advanced process data models. Such models will provide a common terminology and new process knowledge that improve data management from various stages in AM.

Fundamental challenges in sharing/reusing data among heterogeneous systems include the lack of common data structures, vocabulary management systems and data interoperability methods. In this paper, the authors investigate these challenges specifically as they relate to process information for PBF – how it is captured, represented, stored and accessed. To do this, they focus on using methodical, information-modeling techniques in the context of design, process planning, fabrication, inspection and quality control.

The purpose of this paper is to propose a fresh perspective to effectively adopt leagility in supply chain. The research adopts Theory of Constraints (TOC) methodology and amalgamates it with design thinking process, people’s opinion and mathematical approach to help achieve supply chain leagility.

The proposed framework is a seven stepped approach to achieve supply chain leagility combination analytical and mathematical procedures. Data enveloping analysis (DEA) is used to identify high level constraint. The new designed thinking process is used to further evaluate the constraints. Nominal group technique (NGT) is used to help build the current reality tree and identify detail level constraints.

The framework application on a case supply chain improves various parameters of leanness and agility over a period of one year. Improvements include reduced rework, improved cash flow, reduced operating cost, reduced order backlog and better customer interaction.

This research opens up TOC application in a totally new area of leagility adoption in supply chain. The framework needs to be explored with more implementation in various business scenarios.

The proposed framework is extremely intuitive and pragmatic in approach. The case application demonstrates the framework can be easily adopted by supply chain managers to improve leagility.

The current study attempts to diversify the TOC application. Using thinking process, DEA and NGT in TOC parlance brings in objectivity and employees together for improvement.

Amalgamating the mathematical approach of DEA, design thinking process and NGT within the TOC framework for supply chain leagility is new and novel.

The purpose of this paper is to holistically discuss, explore and synthesise the key literature on visual management (VM), an important, yet highly fragmented subject that is frequently referred in lean production accounts.

An extensive literature review was conducted to classify the current literature, to explore the different aspects and limitations of the current discussions on the subject, to clarify in what ways VM benefits manifest themselves in a workplace and to identify the future research focus.

VM is an important close-range communication strategy based on cognitively effective information conveyance. This strategy has been frequently discussed in the production management literature. However, the literature is fragmented as to the roles of VM in a production setting; the body of literature lacks integrated focus and cohesion with an abundance of related terminology from scholarly works and consultant books; a practical VM tools taxonomy and a visual workplace implementation framework were presented; there is poor clarity with regards to the functions (benefits) that VM may provide within organisations, nine conceptual VM functions were proposed; a wide array of future research directions related to VM was identified.

This paper synthesises the key literature related to VM, providing a conceptual picture of the current knowledge.

Building process innovation capability (PIC) is becoming increasingly important to keep pace with changing business environments and emerging technological opportunities. However, the literature on process innovation capability (PIC) is still very broad and does not consistently reflect today's reality that is becoming increasingly complicated and knowledge-intensive, leading to more organizational needs for supporting less-structured business processes (LSBP).

Based on a systematic literature review (SLR), the authors provide evidence for this under-investigated subject by consolidating organizational capabilities for managing PIC in LSBP. The authors screened 1,083 and identified only 26 peer-reviewed articles that simultaneously encompass process innovation and LSBP.

The authors explain which LSBP types are typically addressed, and in which sectors. The authors categorize research avenues, best practices and a framework that links PIC to performance outcomes by also considering business environments. Three theories (i.e. resource-based view, dynamic capabilities and sociotechnical theory) help to underpin the six empirically observed capabilities along three pillars (i.e. people, process and technology).

Besides a research agenda, the authors offer a conceptual framework for PIC in LSBP as a reference to guide scholars and practitioners.

The authors offer best practices, as derived from the literature.

This is the first SLR for PIC in LSBP, consolidating and categorizing the PIC-LSBP characteristics. Due to few studies on the subject, this work contributes to a deeper understanding of the PICs needed for LSBP to obtain the desired performance outcomes.

This paper seeks to test the applicability of lean principles to simple construction processes using discrete‐event simulation.

Quantitative construction data and process mapping of plastering and block‐laying processes were first gathered and established from construction project through field observation and interviews with those involved in the selected projects. Then a simulation model was built to mimic the aforementioned processes to study the impact of certain lean principles. The simulation models became like an experimentation tool where lean principles (e.g. focus on actual objects and map the value stream) were introduced to evaluate their impact on such processes.

Lean principles are effective not only in complicated processes, as proved in previous studies, but also in simple processes. Enhancing the flow of construction materials means the less time they will spend in the value stream and as a result the leaner a process will be. In fact, simple processes are good candidate for lean improvements.

Simulating lean principles did not bring different construction processes to the leanest level of performance. There are other factors that govern each process. Rework, uncertainty, labor skills, site conditions and location are some examples of such factors that need further analyses for leaner construction processes.

Many studies focused on complicated processes to investigate the applicability of lean principles to construction. Results of these studies affirmed the great potentiality of such principles in improving construction processes. This study readdressed the issue of lean applicability to construction by focusing on simple processes, which are block‐laying and plastering.