Search results

This study aims to apply a Lean Six Sigma framework to support continuous improvement in the maritime industry (shipbuilding, logistics services and shipping companies) during COVID-19 pandemics. By applying the concepts of Lean Six Sigma and supply chain resilience, the most suitable continuous improvement method for the maritime industry is developed to maintain a resilient supply chain during COVID-19.

A specific shipbuilding, logistics services and shipping company in Indonesia is chosen as the research object. The Lean Six Sigma framework reveals the wastes through the supply chain resilience concept, and implements internal business processes to maintain optimal system performance.

The paper identifies important implementation aspects in applying Lean Six Sigma to shipbuilding, logistics services and shipping. The DMAIC (define, measure, analyze, improve and control) approach is applied to achieve supply chain resilience. Resilient measures are generated for the case companies to maximize performance during the pandemics.

This paper provides a new insight for integrating Lean Six Sigma and resilience strategies in the maritime industry during COVID-19 disruptions. The authors provide some insights to sustain the performance of the maritime industries under study.

This study is part of the first research in the maritime industry that focuses on continuous improvement during COVID-19 using Lean Six Sigma and supply chain resilience.

This paper aims to contribute to a developing literature on continuous improvement (CI), enabled by Lean Six Sigma (LSS), in higher education institutions (HEIs). It reports on the key learning points arising from the initial steps taken by an Irish university on its CI journey.

A case study strategy was adopted following a participatory research approach. This approach supports reflexivity and also provides access to all relevant documentation and staff within the case university. Thematic analysis was supported by data reduction and display techniques.

The introduction of a LSS approach rather than a reliance on lean alone introduced a structured methodology (DMAIC) that supported simplification of a number of administrative processes. A number of specific improvements were achieved including: Cycle time and cost reduction; customer or employee satisfaction; and rework and error reduction. The findings support the importance of the Readiness Factors as identified by Antony (2014), with particular insight into the role of senior and middle management, the impact of training and deployment of expertise.

This paper is based on an ongoing, longitudinal, empirical study of a single case study in Ireland.

This paper tracks the development of CI in a HEI in a longitudinal manner and adds to the emerging the literature in this area. The paper evaluates the role of management at various levels, analyses the use of LSS tools and techniques and evaluated the role of training and capacity building. Implications for Management are shared including: design and role of training programmes, role of champions at various organisational levels, including key functional areas and sustaining momentum.

The purpose of this study is to analyze door-panel alignment defects seen in built-in ovens manufactured in one household appliances company's plant. Alignment defects in oven door panel substantially affect aesthetics of the product which is an important aspect in driving customer preference and satisfaction. Therefore, this study aimed to increase the initial 3.1 sigma level of oven-manufacturing process to at least 4 sigma level by decreasing a particular door-panel alignment defect, which constituted 67.7 percent of the overall alignment defects.

The goals were achieved through a structured Six Sigma implementation with lean element by utilizing various Six Sigma tools such as workflow, Pareto-analysis, measurement system analyses, control-charts, process capability analysis, cause-and effect-diagram and hypotheses tests. A non–value-added step was also eliminated through the lean approach.

Through Six Sigma implementation, the initial 3.1 sigma process performance level has been increased to 4.4 sigma level leading to substantial decrease in alignment defects.

In the quality management literature, not many papers directly deal with aesthetics and appearance problems of the products especially in the household appliances industry. Moreover, hypothesis testing is not frequently used in Six Sigma implementations in the literature. In addition to limited usage of hypothesis testing, very few studies conducted a thorough measurement system analysis. Considering these gaps in the Six Sigma literature, this study fills an important gap in research by implementing a detailed Six Sigma study, enhanced with hypothesis testing and a thorough measurement system analysis, on the aesthetics and appearance of the product.

The purpose of the paper is to demonstrate how Toyota deploys Lean Manufacturing and Toyota Production System (TPS) for their automotive parts’ suppliers in Philippines based on the case study and the literature review.

The methods to better understand how Toyota donates Lean Manufacturing to develop their suppliers include to review the general Lean thinking process and tools and study in depth the selected Lean manufacturing tools that are directly related with Toyota supplier development and to show the actual implementations base in the case of the supplier of Toyota in Philippines.

The result of the case study shows how Toyota donates their Lean manufacturing (TPS) methods to the suppliers. There are several procedures and various tools for the Lean process. But one procedure within the process and only some of the Lean tools are suitable for supplier development. The case shows that all improvements (Kaizen) during the Lean implementation should be directly intertwined onsite (Genba) and just a small amount of the Lean tools is needed in real-world situations. In other words, the consultation of the Lean implementation might not require the full package of the Lean implementations. More importantly, the consultations of the Lean implementation without deeply understanding the onsite are useless.

The project for the Lean deployment for supplier implementation is targeted to understand the full procedure from the start to the end, but the case in this paper is only covering the setup phase. As the suppliers of Toyota, there are additional parts to be implemented (i.e. shipping management), but it is not covered in this paper.

There are some researches about Lean implementation framework, and only few cases deal with the actual Lean implementations. But the case about the Lean implementation of supplier development initiation which aligned with the Toyota Company is unique.

The intervention of information communication technology and technological advancements are rapidly growing and providing means of improvisations to every industry. The technological advancements have offered multifold opportunities to the businesses and other stakeholders for developing it multidimensionality. This chapter has explored the aspects of the possible economic developments because of technological developments of the industry. Overall, 167 papers have been found and analysed. Probably, this is the first paper of its type, which has investigated the relationship between technology, tourism, and economic development using the bibliometric analysis. This chapter also identifies the five important clusters of keywords for future researchers on this theme of research.

Given the increasing volatility, uncertainty, complexity, and ambiguity, egalitarian ecosystems may play an important role to establish equality among various stakeholders. With this idea, the study aimed to understand conflicts and challenges in creating an egalitarian ecosystem in the application-based cab aggregator (ABCA) market.

Narratives of various stakeholders involved in the ABCA business were collected. The study involved narrations from direct and indirect stakeholders up to saturation till common themes were found. Grounded theory methodology using constant comparison was explored to interpret the results. After the results were obtained, root cause analysis was undertaken using the why–why methodology to understand ground-level reality.

In total, 13 major issues were identified using grounded theory for narrative analysis that cab aggregator companies, driver-partners, and riders faced. The stakeholders' inability in the ecosystem to see each other's problems could be accorded to their self-interest, rational boundedness and asymmetric information. These findings collude with Banaji et al. (2004) and Chugh et al. (2005).

This study explained each stakeholder's perspectives about their counterparts that influence non-egalitarianism. The study further suggested possible areas for solving the issues and promoting cooperation.

The rise of the mean age incremented the occurrence of femur fractures with respect to the past, leading thus to serious consequences, as regards morbidity and socio-economic impact. The direction of the A.O.R.N. Cardarelli of Naples has introduced a DTAP whose aim was the reduction of LOS. The paper aims to discuss this issue.

The aim of this paper is to analyze the introduction of DTAP, employing Lean Thinking and Six Sigma methodology based on the DMAIC cycle. To evaluate the effectiveness of DTAP, two groups of patients have been observed for 14 months (before and after the implementation of DTAP).

Statistical tests were performed on the groups and graphics were provided to visualize the decrease of LOS (29.9 per cent). The overall population was also divided in subgroups according to six variables potentially influencing LOS.

Authors considered six variables of influences; yet, others could be taken into account in the future.

The decrease of costs due to the management of elderly patients with femur fracture, the optimization of care processes in hospitals and a faster recovery for patients is the tangible contribute of DTAP.

The implementation of DTAP allowed the hospital to obtain a significant reduction of LOS with a consequently decrease of costs alleviating the hospital and the society from the socio-economic burden and the morbidity of this pathology.

In the military, a war room is the central collection point for intelligence information about the enemy that needs to be analyzed. Then, after senior officers review analyses of the information and formulate battle plans, they send orders out from the war room to all relevant battle groups. Those orders go to a small group of commanders, who in turn deploy those under their command in a way consistent with the orders from above. As the orders cascade down through lower levels of the organization, they become more detailed operationally, and the measures of success become more concrete.