Search results

As a problem-solving tool, the kaizen event (KE) is underutilised in practice. Assuming this is due to a lack of group process quality during those events, the authors aimed to grasp what is needed during high-quality KE meetings. Guided by the phased approach for structured problem-solving, the authors built and explored a measure for enriching future KE research.

Six phases were used to code all verbal contributions (N = 5,442) in 21 diverse, videotaped KE meetings. Resembling state space grids, the authors visualised the course of each meeting with line graphs which were shown to ten individual kaizen experts as well as to the filmed kaizen groups.

From their reactions to the graphs the authors extracted high-quality KE process characteristics. At the end of each phase, that should be enacted sequentially, explicit group consensus appeared to be crucial. Some of the groups spent too little time on a group-shared understanding of the problem and its root causes. Surprisingly, the mixed-methods data suggested that small and infrequent deviations (“jumps”) to another phase might be necessary for a high-quality process. According to the newly developed quantitative process measure, when groups often jump from one phase to a distant, previous or next phase, this relates to low KE process quality.

A refined conceptual model and research agenda are offered for generating better solutions during KEs, and the authors urge examinations of the effects of well-crafted KE training.

The purpose of this paper is to develop an innovative and quite new Six Sigma quality control (SSQC) chart for the benefit of Six Sigma practitioners. A step-by-step procedure for the construction of the chart is also given.

Under the assumption of normality, in this paper, the construction of SSQC chart is proposed in which the population mean and standard deviation are drawn from the process specification from the perspective of Six Sigma quality (SSQ). In this chart, the concept of target range is used to restrict the shift in the process within plus or minus 1.5 times of standard deviation. This control chart is useful in monitoring the process to ensure that the process is well maintained within the specification limits with minimum variation (shift).

A step-by-step procedure is given for the construction of the proposed SSQC chart. It can be easily understood and its application is also simple for Six Sigma practitioners. The proposed chart suggests for timely improvements in process mean and variation. The illustrative example shows the improved performance of the proposed new procedure.

The proposed approach assumes a normal population described by the known specification of the process/product characteristics though it may not be in all cases. This may call for a thorough study of the population before applying the chart.

The proposed SSQC chart is an innovative approach and is quite new for the practitioners. The paper assumes that the population standard deviation is known and is drawn from the specification of the process/product characteristics. The proposed chart helps in fine-tuning the process mean and bringing the process standard deviation to the satisfactory level from the perspective of SSQ.

The paper is the first of its kind. It is innovative and quite new to the Six Sigma practitioners who will find its application interesting.

In order to promote the development of modern manufacturing towards high-precision, high-quality intelligence and precision, this paper puts forward the concept of physical manufacturing and conducts a more in-depth theoretical discussion on its basic connotation and characteristics, based on which the application of physical manufacturing in cutting and autoclave curing molding of composite material is briefly introduced.

As a brand-new manufacturing concept, physical manufacturing determines the optimal process parameters according to multidisciplinary simulations, which emphasizes the physical characteristics about long life and high reliability of the processed products, and makes intelligent adjustment of process parameters according to the changes in the environment and equipment status during manufacturing.

The concept of physical manufacturing has pioneering significance for the basic research and development of advanced manufacturing technology, which helps to further improve production efficiency, reduce production costs and improve product quality.

The concept of physical manufacturing was first proposed, which emphasizes the analysis, reasoning, perception, and deduction during the manufacturing process, to achieve high-quality processing of products.

The purpose of this paper is to improve construction project planning capabilities. As project management is a core capability in the construction industry, high‐quality project planning processes are necessary for project success.

This paper involves data collected from 555 project managers across four industries spanning three different countries. The project planning capabilities of construction project managers are compared with other industrial sectors. In addition, critical project planning processes for the construction industry are identified.

It is found that, relative to other industrial sectors, organisations belonging to the construction sector obtain a high quality of project planning and the highest success rate. In comparison with other sectors, schedule, quality, and procurement planning are most frequently executed in construction projects. Finally, the impact of the different planning processes on project is success are investigated. The processes that have the greatest impact on project success in the construction sector are “activity definition” and “project plan development.” However, construction project managers do not always invest enough effort in these critical planning processes.

Construction project managers wishing to improve project performance at the planning phase of a project should concentrate more on the accurate identification of all project activities. They should focus on the development of a high‐quality project plan that can be approved by key stakeholders.

This paper identifies the most critical planning processes in construction projects. This represents new information for the construction management body of knowledge.

A rotary kiln is a pyro processing device that is used to raise the temperature of materials in cement factories. Temperature monitoring is an essential process in the rotary kiln to yield high quality clinker. Temperature measurement is a challenging task in clinkering process and it is difficult to apply automation techniques. As the pyrometer gives unreliable readings, it is necessary to apply various image processing techniques on the camera images to measure the temperature inside the kiln at different zones.

In this paper, a fuzzy logic rule-based analysis is proposed to measure temperature using a burning flame image in which it considers red, green, blue (RGB) magnitude planes. The proposed method uses Mamdani fuzzy inference system for decision-making. The system takes RGB magnitude as an input fuzzified variable and generates temperature as fuzzified output.

This paper focuses on the temperature measurement obtained from the images of the camera system. The commands to the valves and actuators are controlled using the center of gravity of the control regime. The fuzzy logic controller detects the temperature of flame zones using color features of burning flame images.

Precise temperature mapping of flame images helps to control the temperature inside the rotating kiln to produce high quality clinker. The process can be viewed remotely and controlled using various control loops from anywhere.

This paper describes a benchmarking framework applied to medium-sized urban public bus agencies in the United States, which has overcome the challenges of data quality, comparability, and understanding.

The benchmarking methodology described in this paper is based on lessons learned through seven years of development of a fixed-route key performance indicator (KPI) system for the American Bus Benchmarking Group (ABBG). Founded in 2011, the ABBG is a group of public medium-sized urban bus agencies that compare performance and share best practices with peers throughout the United States. The methodology is adapted from the process used within international benchmarking groups facilitated by Imperial College and consists of four main elements: peer selection, KPI system development, processes to achieve high-quality data, and processes to understand relative performance and change.

The four main elements of the ABBG benchmarking methodology consist of 18 subelements, which when applied overcome three main benchmarking challenges: comparability, data quality, and understanding. While serving as examples for the methodology elements, the paper provides specific insights into service characteristics and performance among ABBG agencies.

The benchmarking approach described in this paper requires time and commitment and thus is most suitably applied to a concise group of agencies.

This methodology provides transit agencies, authorities, and benchmarking practitioners a framework for effective benchmarking. It will lead to high-quality comparable data and a strong understanding of the performance context to serve as a basis for organizational changes, whether for policy, planning, operations, stakeholder communication, or program development.

The methodology, while consistent with recommendations from literature, is unique in its scale, in-depth validation and analysis, and holistic and multidimensional approach.

Today, industrial firms need to cope with competitive challenges related to innovation, dynamic responses, knowledge sharing, etc. by means of effective and dynamic strategy formulation. In light of these challenges, the purpose of the paper is to present and evaluate an assessment tool for strategy formulation processes that ensures high quality in process and outcome.

A literature review was conducted to identify success criteria for strategy formulation processes. Then, a simple questionnaire and assessment tool was developed and used to test the validity of the success criteria through face‐to‐face interviews with 46 managers, workshops involving 40 managers, and two in‐depth case studies. The success criteria have been slightly modified due to the empirical results, to yield the assessment tool.

The resulting assessment tool integrates three generic approaches to strategy assessment, namely the goal‐centred, comparative and improvement approaches, as found in the literature. Furthermore, it encompasses three phases of strategy formulation processes: strategic thinking, strategic planning and embedding of strategy. The tool reflects that the different approaches to assessment are relevant in all phases of strategy formulation, but weighted differently. Managerial perceptions expressed in particular that learning from experience should be accommodated in strategic thinking. The strategic planning stage is mainly assessed based on the goal‐centred approach, but cases and managerial perceptions indicate that the need for accurate and detailed plans might be overrated in the literature, as implementation relies heavily on continuous improvement and empowerment. Concerning embedding, key aspects relate both to the goal‐centred and improvement approaches, while the comparative approach appears to play a more modest role, related to monitoring external changes and enabling the organization to respond adaptively.

The proposed assessment tool is general in the sense that it does not take into account relationships between the strategic context and the assessment of strategy formulation processes. The investigated cases indicate that contingencies matter, and call for further investigation of particular applications. The present research maintained a focus on formal and relatively top‐down‐oriented strategy formulation processes.

The integration of three different strategy assessment approaches has been made to obtain a holistic, multi‐perspective reflection on strategy formulation. Such reflection is assumed to enable managers to proactively evaluate the potential outcome and performance of their chosen strategy.

The originality of the paper lies in the combination and compilation of multiple approaches to strategy assessment, which draws on a wide range of literature, and in the proactive perspective on strategy assessment. Furthermore, the validity of the proposed assessment tool or checklist is based on multiple sources of empirical evidence.

In this paper, an attempt has been made to develop an integrated product development‐quality management (IPD‐QM) system by integrating the concepts of concurrent engineering (CE) and TQM. These two concepts have been considered in the past as a separate identity. However, there is a need to develop a system that would consider quality management and improvement at the design stage by incorporating the principles of total quality management (TQM) at every stage of the design and other upstream and downstream value adding activities. TQM has been considered with reference to firm orientation and identifies market advantages, that are product design efficiency, process efficiency and product reliability. The special feature of the system proposed here is that it advises designers, product developers and process planners on improvements that can be made to the design to improve product quality and manufacturing efficiency, and customer satisfaction. Also, a framework has been discussed in this paper for the integration of CE and TQM in manufacturing.