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This article describes a framework for evaluating efficiency of OR procedures incorporating time measurement, personnel activity, and resource utilization using traditional industrial engineering tools of time study and work sampling.

The framework measures time using time studies of OR procedures and work sampling of personnel activities, ultimately classified as value-added or non-value-added. Statistical methods ensure that the collected samples meet adequate levels of confidence and accuracy. Resource utilization is captured through documentation of instrument trays used, defects in instruments, and trash weight and classification at the conclusion of surgeries.

A case study comprising 12 observations of total knee arthroplasty surgeries illustrates the use of the framework. The framework allows researchers to compare time, personnel, and resource utilization simultaneously within the OR setting.

The framework provides a holistic evaluation of methods, instrumentation and resources, and staffing levels and allows researchers to identify areas for efficiency improvement.

The methods presented in this article are rooted in traditional industrial engineering work measurement methods but are applied to a healthcare setting in order to efficiently identify areas for improvement including time, personnel, and processes in operating rooms.

The purpose of this paper is to better define the relationships between product variety and lean production in enabling mass customization in industrialized homebuilding.

This study includes a case study analysis of two housing plants that instituted lean production systems. For each company, the case study documented the company's background, the product choice offered, the lean implementation approach used, the results obtained, and the effect of product choice on the lean implementation. Using these case study findings, common trends were identified and used to develop guidelines for an effective mass customization strategy for industrialized homebuilders. This paper summarizes the extensive findings for one of the two plants and provides the recommended guidelines developed from common trends identified at both plants.

Case study findings indicated that product choice does not necessarily make the implementation of lean concepts more difficult. In fact, good lean concepts (e.g. continuous flow, pull system, workload leveling, defect‐free processes, standard tasks, good visual control, and reliable technology) were also good concepts for (or easily accommodated) handling a range of product choice.

Research findings are limited by the small number of plants involved in the study.

The paper makes an important contribution to the understanding of both lean production and mass customization, identifying the lean principles that facilitate mass customization for industrialized homebuilders. Findings also provide useful guidelines for builders interested in better addressing specific customer needs, while managing the operational complexities resulting from product variety.

5S is a commonly used Lean tool that focusses on creating an organized work environment, but the effects of 5S on safety climate are not as well studied. The purpose of this paper is to determine the impact of a 5S event on safety climate.

This pre-test post-test study examines the effect of implementing 5S on safety climate of the packaging area of a manufacturing plant. Two groups of employees (case and control groups) completed a safety climate questionnaire (Safety Climate Assessment Toolkit) prior to the 5S event, one month after, and two months after.

Total safety climate significantly improved for the case group but remained unchanged for the control group over the study period. Specifically, management commitment and involvement dimensions of safety climate improved for the case group.

These results show that two important aspects of safety climate (management commitment and involvement) can be significantly, positively influenced by successful 5S events, which may translate to improved safety overall.

Prior literature on 5S speculates a positive impact of 5S on safety and safety climate, but this assertion is not well supported with empirical evidence. This study provides quantitative measurement of positive safety climate changes that resulted from a successful 5S event. The results provide additional incentive for management to continue 5S and other Lean activities with the possibility of also improving safety.

The purpose of this paper is to explore the adoption process of high performance building technologies, including alternative wall systems, in hot‐humid climates. Challenges faced by homebuilders adopting high performance building technologies, and resulting energy performance are discussed.

The paper is a case study of four homebuilders using high performance building technologies, including advanced framing, panelised and modular. For each homebuilder, a baseline and a demonstration house were evaluated for energy performance and technology adoption. Homebuilders were interviewed to identify implementation challenges and barriers faced during the construction process.

The advanced framing, modular and panelised houses used 50 percent, 42 percent, and 35 percent less energy when compared to the traditional stick‐built. Further, the modular appeared to have the greatest opportunity to boost performance for least cost. Participating builders identified cost as the top constraint to a wide adoption of high performance criteria, followed by a slow learning curve and the lack of proper marketing channels to transition from construction to sale.

Several limitations of the research restrict generalisation of findings: results are based on a small sample of homebuilders; and results reflect energy performance in a hot and humid climate. It is likely that relative energy usage will change as the size, scope, and design complexity of the common element changes.

Findings from this study will contribute to a better understanding of the usability of high performance technologies and ease the transition towards implementing high performance criteria into every builder company's culture.