Search results

1 – 10 of over 104000
Article
Publication date: 6 March 2020

Chew Keat Cheah, Joshua Prakash and Kok Seng Ong

The purpose of this paper is to introduce a practical integrated overall equipment effectiveness (OEE) framework that encompasses the core characteristics of OEE.

1194

Abstract

Purpose

The purpose of this paper is to introduce a practical integrated overall equipment effectiveness (OEE) framework that encompasses the core characteristics of OEE.

Design/methodology/approach

The paper reviewed the backgrounds of OEE and improvement frameworks and explored the limitations. An integrated OEE framework was developed by synergizing the strengths of OEE and improvement frameworks to complement the shortcomings. This new framework underlies the OEE concepts and provides structural improvement steps. It was applied to systematically assist and guide OEE practitioners in a case study.

Findings

The review of OEE literature found that there is a lack of improvement frameworks with systematic steps specifically developed for OEE implementation. Conversely, a review on improvement frameworks of different methodologies revealed that they do not fully capitalize on the use of performance measures as benchmarks and improvement drivers. An integrated framework that incorporated the advantages of both OEE and conventional improvement frameworks was developed and validated through a case study over a period of 38 weeks. The OEE performance before the improvements was low (73.4 percent) due to high availability losses (76.5 percent). Both OEE and availability achieved the target of 76.5 percent and 80 percent, respectively, after using the framework for improvements.

Research limitations/implications

The reviewed papers represent a sample of papers present in the literature and were selected based on relevancy. A greater number of papers incorporated into the literature review would certainly bring out a more comprehensive study.

Practical implications

The proposed integrated OEE framework provides OEE practitioners with systematic directions and steps combined with benchmarking and loss prioritization features for effective improvement efforts. In addition, it provides overview for the practitioners to make better decisions in project management. This helps address the common issues of practitioners not sure of what the next improvement step is. A case study using the proposed framework at a semiconductor company had successfully achieved the OEE benchmarks and set target for conversion time.

Originality/value

This paper provides a new integrated OEE framework offering a systematic approach toward implementing OEE improvements.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 8 June 2015

Shye-Nee Low, Shahrul Kamaruddin and Ishak Abdul Azid

The purpose of this paper is to investigate multiple criteria decision-making (MCDM) processes within a flow-line production-improvement activity. Investigation can lead to…

Abstract

Purpose

The purpose of this paper is to investigate multiple criteria decision-making (MCDM) processes within a flow-line production-improvement activity. Investigation can lead to understanding of how a process improvement framework influences the decision and fulfillment of the potential to successfully change the operation process.

Design/methodology/approach

The improvement process selection (IPS) framework is built systematically by incorporating all related decision criteria with suitable tools required to select improvement alternatives. The process consists of three phases: identification, prediction, and selection. The IPS framework is validated through a case study of a company that was carrying out a flow-line production-improvement project.

Findings

The developed framework is used to prioritize the problem scope and select the solutions from various options. The case study illustrates the process through which the developed framework provided a systematic approach in identifying the solutions and achieving the desired performance improvement. Prediction result analysis shows the framework achieved sustainable process improvement changes and prevents management levels from higher risks in failure improvement. The feedback of the case study has verified the robustness of the framework.

Practical implications

Quantitative improvement tools, such as MCDM employed in the IPS framework are vital for better understanding of the improvement impact of changes. Thus, the improvement solution alternatives can be analyzed in more comprehensive ways by considering numerous performance metrics in order to select the best improvement alternatives.

Originality/value

The IPS framework can assist the company in determining optimal decisions in relation to selection of improvement alternatives. As a result, production performance can be affected positively.

Details

International Journal of Productivity and Performance Management, vol. 64 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 7 October 2014

Colm Heavey, Ann Ledwith and Eamonn Murphy

– The purpose of this paper is to develop and validate a new framework for continuous improvement.

1371

Abstract

Purpose

The purpose of this paper is to develop and validate a new framework for continuous improvement.

Design/methodology/approach

The literature review on customer value and strategic quality provides the basis for the identification of a conceptual framework for continuous improvement. This conceptual framework is validated using the in-depth interview and the survey approach.

Findings

The empirical study concluded that the new framework contains all the core components or forces of continuous improvement. These forces are customer value focused co-leadership, customer value focused strategic objectives, improvement specialists with people performance knowledge and improvement methodology. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. Overall, it is an effective framework that is easily understood and can be applied throughout any process led organisation. This is supported by the empirical data.

Practical implications

This new framework can demonstrate to each organisational employee where they fit into the organisational continuous improvement strategy. This paper provides practitioners with a new validated continuous improvement framework that has application in all organisations that are involved in process customer value improvement. The researchers contend that this new framework can compliment existing continuous improvement frameworks.

Originality/value

This paper develops and validates a new framework for continuous improvement. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. This is supported by the empirical data. Also, the authors contend that this framework embraces the systems thinking approach (Conti, 2010) or systemic approach as people interact with customers, processes, improvement methodologies and each other to drive customer value improvement. Consequently, this generates a need to take global view of the combined effect of all customer value improvement components. This systems thinking can feed into future research.

Details

The TQM Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 11 April 2022

Indrė Liutkevičienė, Niels Gorm Malý Rytter and David Hansen

Enterprise resource planning (ERP) and Lean are both widely used approaches to business process improvement. However, research is limited on their interactions when implemented in…

Abstract

Purpose

Enterprise resource planning (ERP) and Lean are both widely used approaches to business process improvement. However, research is limited on their interactions when implemented in combination, leveraging the advantages of both. The purpose of this paper is to propose a generic framework for implementing ERP and Lean in combination to develop digitally supported business process improvement capability and improved competitiveness.

Design/methodology/approach

Principles and elements for the framework were derived from the extant literature and subsequently applied as input for solution incubation using design science research (DSR) in a five-year case study. Study results and learnings enabled solution refinement and the development of a generic framework for digital supported process improvement capabilities.

Findings

The paper presents a case study narrative and proposes a framework for digitally supported business process improvement capability based on Lean and enabled digitally by ERP. The framework delivers tangible productivity and quality improvements deployed, and an increase of continuous improvement capability.

Originality/value

This paper provides a novel generic framework and a set of guidelines for implementing Lean and ERP in SMEs and/or service companies to improve their business process excellence. The paper contributes to the scientific literature by providing insights on how SMEs and service operations can integrate Lean and ERP methods, digitalize and streamline processes in the organization and build continuous improvement capabilities.

Details

Business Process Management Journal, vol. 28 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 17 May 2021

Beda Barkokebas, Salam Khalife, Mohamed Al-Hussein and Farook Hamzeh

The research introduces means for improving premanufacturing processes (design, procurement and bidding) by leveraging digitalisation in offsite construction. Specifically, this…

1738

Abstract

Purpose

The research introduces means for improving premanufacturing processes (design, procurement and bidding) by leveraging digitalisation in offsite construction. Specifically, this paper proposes a framework that provides measures for the planning and implementation of digitalisation in offsite construction by positioning building information modelling (BIM) as the key technology and lean principles to add value and reduce waste.

Design/methodology/approach

The paper follows the design science research approach to develop the proposed framework and attain the aforementioned objective. The developed framework includes data collection, value-stream mapping and simulation to assess current processes, develop and propose improvements. An empirical implementation is employed to demonstrate the applicability of both the framework and the measures used to evaluate the outcomes.

Findings

The application of the proposed three-stage framework resulted in 9.45%–23.33%-time reduction per year for the various improvement categories in premanufacturing phases. Employing simulation and applying the developed measures provide incentive for upper management to adopt the suggested improvements. Additionally, while the empirical implementation was tested on a modular construction company, the methods used indicate that the framework, with its generic guidelines, could be applied and customized to any offsite company.

Originality/value

While several studies propose that BIM-Lean integration offers an advantage in the context of production systems, this paper focuses on the initial design and planning phases, which are mostly overlooked in the literature. Moreover, the present study provides quantitative evidence of the benefits of data integration through BIM technology.

Details

Engineering, Construction and Architectural Management, vol. 28 no. 8
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 7 September 2015

TickFei Chay, YuChun Xu, Ashutosh Tiwari and FooSoon Chay

Failure in engaging shop floor employees (including supervisory staff) in lean, lacking of supervisory skills in leading workers and lacking of lean technical knowhow among the…

4749

Abstract

Purpose

Failure in engaging shop floor employees (including supervisory staff) in lean, lacking of supervisory skills in leading workers and lacking of lean technical knowhow among the shop floor employees are some of the major obstacles in lean transformation. One of the reasons of inefficient lean transformation is the shortages in frameworks or plans in implementing lean. The purpose of this paper is to investigate the shortfalls in the current lean implementation frameworks.

Design/methodology/approach

The frameworks were analysed according to the following criteria: first, “What” is the approach of lean implementation, i.e. top-down or bottom-up; second, “How” to implement lean (description of steps or sequences of lean implementation along the lean journey); third, “Why” – the reason of adoption of the proposed lean tools, techniques or practices (thereafter TTPs) in each phase of lean implementation; and fourth, “Who” are the targeted internal stakeholders to use or apply the lean TTPs that were proposed in the frameworks.

Findings

Most of the current available lean frameworks were prone to top-down approach but not bottom-up. Improvement initiatives from the shop floor employees were often overlooked by researchers. In proposing their frameworks, most of the researchers have neglected the importance of “Why” aspect in the adoption of TTPs or the framework itself without giving the “reason” for each of the elements in lean implementation. Besides the aspects of “What” and “How”, the mentioned “Why” aspect is important in contributing to capability building among the shop floor employees in carrying out improvement, problem-solving or waste elimination activities. The aspect of “Who should carry out which lean TTP” was somewhat not emphasised by most of the lean researchers. In addition, the current frameworks were prone to “one-best-way” approach with lacking of contingency sense, which is one of the common criticisms against Lean Production System.

Originality/value

This paper provides a critical view on the shortfalls of current lean implementation frameworks, and proposes an insight of new criteria for future research in analysing and proposing new lean implementation framework towards lean transformation.

Details

Journal of Manufacturing Technology Management, vol. 26 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 21 February 2020

Giulia Baruffaldi, Riccardo Accorsi, Riccardo Manzini and Emilio Ferrari

Third-party logistic providers (3PLs) continuously strive for controlling and improving their performances to gain a competitive advantage. The challenging environment where they…

1768

Abstract

Purpose

Third-party logistic providers (3PLs) continuously strive for controlling and improving their performances to gain a competitive advantage. The challenging environment where they operate is affected by high variety in type and number of clients, the inventory mix and the demand profiles they have to meet. Consequently, better understanding the dynamics of warehousing operations and the characteristics of the inventory mix is critical to handle such a complexity.

Design/Methodology/approach

This paper proposes a decision-support framework, suited for 3PL warehouse practitioners, that aids to design and implement effective and affordable activities for measuring and improving the warehousing performances. Such goal is pursued by the framework by leading the managers through an initial mapping and diagnosis of the system, then by developing a tailored measurement system to track the performance, paving the way to the identification of the criticalities and the potential improvement scenarios.

Findings

This paper presents a case study on the implementation of the proposed framework at a warehouse of an Italian 3PL provider to introduce a new storage assignment policy and reduce the travelling time for order picking. Furthermore, the paper exemplifies how the framework contributes to enhance the awareness of managers on warehousing operations and the involvement of the personnel throughout the improvement process.

Practical implication

The proposed framework can be implemented by operations managers of 3PL warehouses who want to pursue general performance improvement projects. With respect to the case study, this framework contributes to identify the storage assignment policy that reduces the travelling for order picking in the observed warehouse of 8 percent in a month but is intended to address to even other areas of improvement in 3PL warehousing environments.

Originality/value

Instead of focusing on the proper methods and models that optimize a specific task or performance indicator, it provides a general framework that leads the managers through the decisional process, from the preliminary diagnosis of the system, to its benchmarking, towards the implementation of corrective and improving solutions.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 7 August 2017

Richard Scott McLean and Jiju Antony

The purpose of this paper is to review current continuous improvement implementation models and frameworks, and present a new conceptual framework tailored specifically to the…

1094

Abstract

Purpose

The purpose of this paper is to review current continuous improvement implementation models and frameworks, and present a new conceptual framework tailored specifically to the needs of UK manufacturing companies.

Design/methodology/approach

The paper details the in-depth review of 20 existing models or frameworks for continuous improvement implementation, demonstrating the need for a new industry and region specific solution. Through the incorporation of previous findings from literature, coupled with the positive aspects of the current offerings, a new conceptual framework for continuous improvement implementation in UK manufacturing companies is presented.

Findings

The paper demonstrates the need for industry and region specific frameworks and demonstrates that current models and frameworks do not completely fulfil the objective of the research. A new continuous improvement implementation framework is therefore presented in a user friendly format, comprising positive aspects of previous models and frameworks where applicable.

Research limitations/implications

The focus of the research is limited to the UK and the manufacturing industry. It is therefore not clear the applicability of the framework presented to other regions and industries. The framework presented is also conceptual at this stage and requires validation through interview and application.

Practical implications

The framework presented will provide senior managers wishing to implement continuous improvement an understanding of the high level process, as well as awareness of their role within the roll out. Overall, the framework provides a clear guide whilst also allowing for individual tailoring of the elements contained to the needs of the company.

Originality/value

The paper presents a new conceptual framework; the first to be tailored to the needs of UK manufacturing companies. The framework has also been demonstrated to be a more robust solution than those currently in existence.

Details

International Journal of Quality & Reliability Management, vol. 34 no. 7
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 24 April 2007

Peter Dalmaris, Eric Tsui, Bill Hall and Bob Smith

This paper aims to present research into the improvement of knowledge‐intensive business processes.

3725

Abstract

Purpose

This paper aims to present research into the improvement of knowledge‐intensive business processes.

Design/methodology/approach

A literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.

Findings

Highlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.

Research limitations/implications

Practical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.

Practical implications

A new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.

Originality/value

This paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.

Details

Business Process Management Journal, vol. 13 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 28 March 2024

Elisa Gonzalez Santacruz, David Romero, Julieta Noguez and Thorsten Wuest

This research paper aims to analyze the scientific and grey literature on Quality 4.0 and zero-defect manufacturing (ZDM) frameworks to develop an integrated quality 4.0 framework

Abstract

Purpose

This research paper aims to analyze the scientific and grey literature on Quality 4.0 and zero-defect manufacturing (ZDM) frameworks to develop an integrated quality 4.0 framework (IQ4.0F) for quality improvement (QI) based on Six Sigma and machine learning (ML) techniques towards ZDM. The IQ4.0F aims to contribute to the advancement of defect prediction approaches in diverse manufacturing processes. Furthermore, the work enables a comprehensive analysis of process variables influencing product quality with emphasis on the use of supervised and unsupervised ML techniques in Six Sigma’s DMAIC (Define, Measure, Analyze, Improve and Control) cycle stage of “Analyze.”

Design/methodology/approach

The research methodology employed a systematic literature review (SLR) based on PRISMA guidelines to develop the integrated framework, followed by a real industrial case study set in the automotive industry to fulfill the objectives of verifying and validating the proposed IQ4.0F with primary data.

Findings

This research work demonstrates the value of a “stepwise framework” to facilitate a shift from conventional quality management systems (QMSs) to QMSs 4.0. It uses the IDEF0 modeling methodology and Six Sigma’s DMAIC cycle to structure the steps to be followed to adopt the Quality 4.0 paradigm for QI. It also proves the worth of integrating Six Sigma and ML techniques into the “Analyze” stage of the DMAIC cycle for improving defect prediction in manufacturing processes and supporting problem-solving activities for quality managers.

Originality/value

This research paper introduces a first-of-its-kind Quality 4.0 framework – the IQ4.0F. Each step of the IQ4.0F was verified and validated in an original industrial case study set in the automotive industry. It is the first Quality 4.0 framework, according to the SLR conducted, to utilize the principal component analysis technique as a substitute for “Screening Design” in the Design of Experiments phase and K-means clustering technique for multivariable analysis, identifying process parameters that significantly impact product quality. The proposed IQ4.0F not only empowers decision-makers with the knowledge to launch a Quality 4.0 initiative but also provides quality managers with a systematic problem-solving methodology for quality improvement.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

1 – 10 of over 104000