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Variations due to errors and mistakes have caused cost overruns in building projects. Therefore, it is undeniable that the gravity of such variations will be a critical factor in deciding the success of any building project. In addition, the design stage of a building project is considered the most suitable stage to identify and mitigate the causes of potential variations. However, there are no proper mechanisms to minimise the frequency or gravity of variations. Many researchers experienced the promising essence of Poka-Yoke, a mistake-proofing method aimed at increasing efficiency by early detection and eradication of the causes of potential errors. However, less attention has been paid so far to implement Poka-Yoke principles to minimise variations in the building project. Therefore, this study aims to develop a framework to minimise variations in building projects through the integration of the Poka-Yoke principles.

An interpretivism stance is adopted, and a qualitative research approach is used. The data collection technique adopted is semi-structured interviews with ten experts, and the data is analysed using code-based content analysis through NVivo12.

Research findings revealed 23 causes of variations, categorised under client-originated, consultant-originated, contractor-originated and other variations. The identified causes were then mapped with the Poka-Yoke principles to develop the framework. The research findings could prove useful to researchers, academics, government agencies and construction professionals in developing nations that have demographic/cultural and socioeconomic characteristics such as Sri Lanka.

The findings benefitted the Sri Lankan construction sector by minimising the causes of variations. To the best of the authors’ knowledge, this study will be the first of its kind in the Sri Lankan construction industry, leading to a better understanding of the “Poka-Yoke” principle within the building construction context.

The system of Poka‐yoke (mistake‐proofing) and source inspection are the two major elements of Zero Quality Control (ZQC). This systematic approach to preventing defects, established by Shigeo Shingo, creates the conditions for zero defects in any working environment.

Healthcare costs in the USA have continued to rise steadily since the 1980s. Medical errors are one of the major causes of deaths and injuries of thousands of patients every year, contributing to soaring healthcare costs. The purpose of this study is to examine what has been done to deal with the medical‐error problem in the last two decades and present a closed‐loop mistake‐proof operation system for surgery processes that would likely eliminate preventable medical errors.

The design method used is a combination of creating a service blueprint, implementing the six sigma DMAIC cycle, developing cause‐and‐effect diagrams as well as devising poka‐yokes in order to develop a robust surgery operation process for a typical US hospital.

In the improve phase of the six sigma DMAIC cycle, a number of poka‐yoke techniques are introduced to prevent typical medical errors (identified through cause‐and‐effect diagrams) that may occur in surgery operation processes in US hospitals. It is the authors' assertion that implementing the new service blueprint along with the poka‐yokes, will likely result in the current medical error rate to significantly improve to the six‐sigma level. Additionally, designing as many redundancies as possible in the delivery of care will help reduce medical errors.

Primary healthcare providers should strongly consider investing in adequate doctor and nurse staffing, and improving their education related to the quality of service delivery to minimize clinical errors. This will lead to an increase in higher fixed costs, especially in the shorter time frame.

This paper focuses additional attention needed to make a sound technical and business case for implementing six sigma tools to eliminate medical errors that will enable hospital managers to increase their hospital's profitability in the long run and also ensure patient safety.

The purpose of this paper is to develop a business model to generate quantitative evidence of the benefits of implementing radio frequency identification (RFID) technology, limiting the scope to outpatient surgical processes in hospitals.

The study primarily uses the define‐measure‐analyze‐improve‐control (DMAIC) approach, and draws on various analytical tools such as work flow diagrams, value stream mapping, and discrete event simulation to examine the effect of implementing RFID technology on improving effectiveness (quality and timeliness) and efficiency (cost reduction) of outpatient surgical processes.

The analysis showed significant estimated annual cost and time savings in carrying out patients' surgical procedures with RFID technology implementation for the outpatient surgery processes in a hospital. This is largely due to the elimination of both non‐value added activities of locating supplies and equipment and also the elimination of the “return” loop created by preventable post operative infections. Several poka‐yokes developed using RFID technology were identified to eliminate those two issues.

Several poka‐yokes developed using RFID technology were identified for improving the safety of the patient and cost effectiveness of the operation to ensure the success of the outpatient surgical process.

Many stakeholders in the hospital environment will be impacted including patients, physicians, nurses, technicians, administrators and other hospital personnel. Different levels of training of hospital personnel will be required, based on the degree of interaction with the RFID system. Computations of costs and savings will help decision makers understand the benefits and implications of the technology in the hospital environment.

Outlines the concept of poka‐yoke (as developed by Shigeo Shingo) as a quality methodology, and contrasts it with statistical process control. Highlights the inherent simplicity and the breadth of coverage, and the way it can be used to underpin a policy of zero defect manufacturing.

The purpose of the study reported in this paper was to examine how manufacturing organisations used set‐up time reduction and mistake proofing methods. The study was conducted in companies involved in manufacturing precision components. It was found that the companies were approaching the application of these concepts mainly through traditional work‐study type methods rather than using Shingo’s single minute exchange of die and poka‐yoke or mistake proofing methodologies. There was clear evidence that the four companies are reducing set‐up time through supporting mechanisms such as kaizen teams. The main poka‐yoke devices used were jigs, gauges, pegs, lights and buzzers. Total productive maintenance, suggestion schemes and quality management tools and techniques were also employed to reduce set‐up times and mistake proof processes. The main barriers to the application of these methods include traditional methods of working and resistance to change.

Lean management and Six Sigma concepts are derived from two different points of view, but it is evident that the role of employees is crucial in both concepts. The purpose of this paper is to survey which employees’ behaviour dimensions can lead organization to better concepts integration and how Lean Six Sigma activity contributes to employees’ performance.

Research methodology is designed to empirically check, on large sample of companies in multinational company supply chain, if employees’ factors are both predictor and response variables of Lean Six Sigma concept. To check stated hypothesis factor, reliability and multiple regression analysis are used.

The first finding of this study is that reward system and training are significant predictors of Lean Six Sigma activities. The second part of findings shows that Lean Six Sigma dimensions, such as Define, Measure, Analyze, Improve, and Control/Define, Measure, Analyze, Design, and Validate, 5S and Kanban positively influences employees’ performance, described by employee satisfaction, absenteeism, salaries and benefits, employees’ commitment and employee turnover rate.

Poka-Yoke application is not found as a significant predictor of employees’ performance. Accordingly, to explore that interesting finding, possible future research topic is more detailed analysis of Poka-Yoke application in similar supply chains. A longitudinal analysis using structural equation is possible direction of future work, too.

This survey answers the need for Lean and Six Sigma unified methodology achievement in soft factors area and gives applicable results for companies in supply chain that produces low-volume, high-complexity products.

Original and valuable conclusion is that employees’ factors are both predictor and response variables of Lean Six Sigma concept application.

The credit initiation process for mid‐level corporate credit card customers involves dependencies on multiple people across divisions considered as a critical function for a US financial services company. Increasing efficiency and effectiveness of the process could save time and money for the company. The purpose of this study is to analyze the process using Six Sigma DMAIC tools in order to determine inefficiencies; specifically, to decrease the number of days it takes from the time a company submits a request, to the time it is approved from 20 days to 15 days, resulting in a 25 percent improvement in throughput.

The process improvement tool used is the Six Sigma DMAIC methodology, in addition to cause‐and‐effect diagrams and the development of poka‐yokes.

This study found several areas for improvement in the process studied. Using statistical testing, bottlenecks in the process were identified. Process changes are suggested, as well as, new measures that can be implemented to prevent variance in the process.

Business operations can benefit from evaluating key processes in this way to strengthen procedures and eliminate variation. The managers at the financial services operation studied will be able to implement the recommended process to improve efficiency and throughput.

Limitations exist that may prevent the recommendations from being carried out. These limitations lie in elements that are outside the control of the credit manager, such as the actions of the sales team and the approval of executive management. Success of this project hinges on cooperation from these parties.

The process under evaluation in the study has never before been examined with such scrutiny. The outcome of the study and recommendations for improvement will be of great value to the financial services operation studied. Other service organizations, however, can learn from the Six Sigma process executed for this study as well. Six Sigma is a valuable methodology that can be applied to a wide variety of organizations and business processes.

The purpose of this paper is to create a strategy for “Best Buy”, a major consumer electronics and appliance retailer in the USA, to improve their service system to ensure that they can continuously gain market share. This study will examine and analyze Best Buy's store service blueprint in comparison to its competitors' service blueprints. The study will then examine Best Buy Geek Squad's service blueprint and recommend improvements that can be implemented to provide higher quality service to Best Buy's customers.

A combination of design methods was used which included creating multiple service blueprints and implementing the Six Sigma DMAIC approach. A Service Quality (SERVQUAL) Survey was conducted and analyzed the data, to give an understanding of customer satisfaction with the service provided at Best Buy, compared to its major competitors. The service blueprint was analyzed and strategies were recommended to improve the present system, with the goal of providing better customer service and an improved shopping experience. With the recommendations an “improved service model” for Best Buy was created, along with fail safe mechanisms to ensure that service guarantees will be met.

In the Six Sigma DMAIC Process Improvement approach, poka‐yokes were implemented to improve the Best Buy service blueprint, which were identified through cause‐and‐effect diagrams that were created. By implementing the new service blueprint, along with the poka‐yokes, Best Buy will see a significant improvement in customer satisfaction.

Best Buy and other retail service providers should consider investing in adequate staffing of technically savvy and customer sensitive store associates and implement customer service training programs to improve their education relating specifically to the quality of service delivery to their customers.

This paper focuses on the business case for implementing Six Sigma tools to improve the service provided by retailers. This should lead to long‐term profitability and improved customer service.

This paper aims to investigate the application of lean construction (LC) techniques in reducing accidents in construction projects.

A quantitative approach was used to collect the required data using a questionnaire survey and descriptive analysis was used to analyse the collected data. The LC techniques that were investigated in this paper are related to the tools of the last planner system (LPS), increased visualisation (IV), 5S, error-proofing, daily huddle meetings (DHMs), first-run studies (FRS), continuous improvement (Kaizen) and accident investigation (5Whys).

The overall results indicated that LC techniques are poorly implemented in construction projects in the Gaza Strip. The top three LC tools used to reduce the causes of accidents in the Gaza construction projects were 5Whys, 5S and LPS, while the highest three LC techniques applied to reduce the causes of accidents that were applicable were cleaning the workplace and removing materials and machines that are not required; conducting accident investigation and root cause analysis programmes; and using safety signs and labels on site.

There is a lack of information and published studies regarding the links between LC and safety, especially in the Middle East. This paper is limited to the perceptions and geographical boundaries; therefore, it cannot be generalised. However, it could form the basis for useful comparison in the future. Triangulation research method could also be used in future research to minimise the bias and validate the conclusions.

The findings of this paper will stress professionals and construction companies in Gaza to reconsider their behaviour towards using LC techniques. The findings of this paper will aid them to shift their attention and resources towards including LC techniques in their plans to reduce the causes of accidents on construction sites.

The findings of this paper will encourage professionals and construction companies in Gaza to reconsider their behaviour towards using LC techniques. The findings will also aid them to shift their attention and resources towards including LC techniques in their plans to reduce and/or avoid the causes of accidents on construction.

Because of the lack of published works that are specific to the Middle East, the authors believe that the originality lies in the paper’s serious attempt to explore the application level of the LC concept to safety in this part of the world. This paper contributes to a better understanding of the applicability of LC techniques in terms of accidents reduction. Findings from this paper provide a clear picture of the current status of using LC techniques to reduce accidents in the Gazan construction projects which drive them to investigate the main barriers and try to overcome them.