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The purpose of this conceptual chapter is to highlight the disadvantages of project management to help the reader put project management work in context.
Abstract
Purpose
The purpose of this conceptual chapter is to highlight the disadvantages of project management to help the reader put project management work in context.
Methodology/approach
Different project management methodologies such as waterfall project management, Agile project management, Six Sigma, and Kanban are discussed in terms of overall problems and then specific problems with each methodology. Managing multiple projects and the problems with program and portfolio management are discussed.
Findings
The findings are that most formalized project management methods are ill-suited to most library-related situations. However, some aspects of project management are well suited to any project, at any size, and those are discussed.
Originality/value
The value of this paper is that readers will get a strong understanding of project management methodologies in context and a clear idea of the strengths and weaknesses of each.
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Esmir Demaj and Denis Mehillaj
Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can…
Abstract
Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can observe proper implementation of lean manufacturing tools and practices such as just-in-time, work teams, cellular manufacturing, lean layout, etc. The goal of lean production is to minimize the waste producing activities while offering the same or enhanced quality to customers.
The aim of this research is to investigate the implementation degree of lean manufacturing and its tools and practices focusing on the case of an SME in Albania as a concrete example. Higher attention is given to some of the pillars of lean manufacturing such as just-in-time and cellular manufacturing.
In this case study, researchers observed a variety of features of lean production. Just-in-time was implemented to a certain extent and cellular manufacturing at a more surprising level, which was facilitated especially by the U-shaped facility layout designs observed during the site visits. The value stream mapping showed a proper group technology in place and the management displayed signs of engagement and future advancement desire regarding this philosophy.
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The core idea behind lean is maximizing customer value and companies’ competitiveness through the streamlining and optimization of its main processes. Lean means creating more…
Abstract
The core idea behind lean is maximizing customer value and companies’ competitiveness through the streamlining and optimization of its main processes. Lean means creating more value with fewer resources. Thanks to its positive impact on companies’ overall performance, the lean concept is widely adopted across various industries and many organizations. Before being an operational tool, it is a management culture to be disseminated at all levels and applied with patience and conviction. Lean is about continuously improving work processes, purposes, and people. Instead of trying to hold total control of work processes and keep the spotlight, lean management encourages shared responsibility and shared leadership. Lean management was not created in a moment and still is evolving gradually, thanks to the desire of people for continuous improvement.
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The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated…
Abstract
The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.
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Lawrence P. Grasso and Thomas Tyson
This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy…
Abstract
This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy, structure, and culture, and facility performance. We extended past research by examining the relationships between lean manufacturing, MAC & PM practices and performance in a broader organizational context. Our study was performed using survey data provided by managers and executives at 368 facilities that had contacted the Shingo Institute for information or that had entered a Shingo Prize competition. Consistent with past research we found a significant positive association between lean manufacturing practices and lean MAC & PM practices. We found that greater employee empowerment, use of process performance measures, and use of lean accounting practices were driven primarily by lean strategy and secondarily by the extent of lean manufacturing practices. We also found that changes in organization structure to support lean are driven primarily by lean strategy and secondarily by lean manufacturing practices. Change toward lean culture, on the other hand, is driven by the extent of lean manufacturing practices. Further, we found that emphasizing process performance measures does not reduce emphasis on results performance measures and emphasizing results performance measures leads to improved financial performance. Process and results measures are being used in tandem and value stream costing has not replaced traditional accounting. The results of our study provide important insights for managers of companies engaged in lean transformation and for academics who teach or research lean accounting.
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