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This research paper aims to develop and validate an enhanced business process improvement methodology (EBPIM) by integrating the DMAIC (define, measure, analyze, improve and control) and the comprehensive business process management (CBPM) methodologies.

A systematic literature review and analysis were conducted to prove the novelty of the research approach and identify the similarities, differences, strengths and weaknesses of the DMAIC and the CBPM methodologies. The EBPIM was proposed based on the analysis results. Then, a focus group approach was used to evaluate and validate the methodology.

The EBPIM consists of nine activities: preparation, selection, description, quantification, modeling, enactment, improvement opportunities selection, analysis and improvement and monitoring. The proposed methodology adopted the systematic and structured process of the DMAIC methodology by having one tollgate between every two activities to check the progress and authorize the team to go to the next activity. At the same time, it has the ability of the CBPM methodology to enhance the interaction between human activities and business process management systems (BPMS).

The EBPIM was evaluated and validated by a focus group of academic professors. However, the main limitation of the proposed methodology is that it is still theoretical and needs to be empirically tested. Therefore, future work will focus on testing the EBPIM in different industries and organization sizes.

From the theoretical perspective, the proposed methodology adds value to the knowledge in the scope of business processes improvement methodologies (BPIMs) by integrating the DMAIC and the CBPM methodologies. It takes advantage of and combines the strengths of the DMAIC and CBPM methodologies. From the practical perspective, the proposed methodology presents a valuable tool that can facilitate the organization’s mission to improve the areas that need improvement using a systematic improvement methodology that will effectively enhance organizational performance (OP).

The BPIMs literature analysis proved that most of the reviewed methodologies could not support all phases of the business process improvement (BPI) activities. It was concluded that integrating the DMAIC and the CBPM methodologies is a novel approach. The proposed methodology will enhance the efficiency of both methodologies, fill the gaps that may exist in both of them and lead to better results in terms of BPI.

The evaluation of time-based performance is a valued approach in the lean management thinking which is based on delivering value from customer's perspective. This approach contributes for long-term competitiveness and success in today's business environment. The focus of this study is to analyse the cycle time and manufacturing lead time with value stream mapping (VSM) in the preparatory stage of the textile fabric manufacturing process and to identify and improve the non-value adding activities in the value chain (VC). The study presents an insight on the translation of performance improvement across functions and how upstream supply chain (SC) segments can be linked in the performance improvement program. It also covers how the application of VSM improves visibility and planning flexibility in textile fabric manufacturing process.

The time-based performance was evaluated using VSM and recording of the activity times in the existing process. The impact of the quality of supplier's raw material was also measured contributing to identify the strategy for procurement and the means to establish a feedback system to the upstream segments of the SC. The methodology of VSM, observation of the practice and the expertise of the individuals involved with the process were utilised to develop the value stream maps and to identify value adding activities, non-value adding activities, existing gaps and plans for improvement.

The means for improving the time-based performance were identified and their impact was measured. The factors responsible for improvement are related to the production system and with the procurement strategy. The improvement was achieved in terms of available capacity utilisation, balancing the work flow in the preparatory stages, visibility of the process by measuring its capability and flexibility for the planning function. The study revealed that the effectiveness and enhancement of VSM and related tools should be adopted to address the issue of limiting success rates of long term and repeating application of such tools. Continuous improvement, innovations and the systematic embedding of VSM in the process life cycle provide the ways for achieving long-term success.

The paper presents a real and in-depth study on the application of VSM in the textile manufacturing process. The scope of the study is broad; it covers activities across functions with actual estimates of activity times in the manufacturing process for the focused value streams. It offers researchers the opportunity to analyse the translation of productivity improvement across functions and how upstream SC segments can be linked in a performance improvement program.

The study offers useful insight for the managers in textile manufacturing and other sectors for improving the time-based performance and achieving higher utilisation of capacity. It identified the production factors and their impact on warping and sizing cycle time in selected value streams and those which share common activities. It also identified the directions for future research when repeating the application of VSM in the continuous improvement cycle. Furthermore, since the industries need to progress towards advanced systems including Industry 4.0 standards, adoption of advanced VSM tool with relevant technology can align their production systems to develop the required capability. This will also bring a sustainable competitive advantage in the system.

The focused sector is stagnant in terms of productivity and innovation. The adoption of the advanced tools can facilitate the implementation of continuous improvement and innovation strategies.

The main focus of this study is to analyse and improve the cycle time in the preparatory stage of the fabric manufacturing process. This has impact on other important and tangible measures including capacity utilisation and work flow and intangible measures including production planning flexibility and process visibility. The improvement impact is across departments.

The purpose of this paper is twofold: first, a case study on applying lean principles in manufacturing operations to redesign and optimize an electronic device assembly process and its impact on performance and second, introducing cardboard prototyping as a Kaizen tool offering a novel approach to testing and simulating improvement scenarios.

The study employs value stream mapping, root cause analysis, and brainstorming tools to identify root causes of poor performance, followed by deploying a Kaizen event to redesign and optimize an electronic device assembly process. Using physical models, bottlenecks and opportunities for improvement were identified by the Kaizen approach at the workstations and assembly lines, enabling the testing of various scenarios and ideas. Changes in lead times, throughput, work in process inventory and assembly performance were analyzed and documented.

Pre- and post-improvement measures are provided to demonstrate the impact of the Kaizen event on the performance of the assembly cell. The study reveals that implementing lean tools and techniques reduced costs and increased throughput by reducing assembly cycle times, manufacturing lead time, space utilization, labor overtime and work-in-process inventory requirements.

This paper adds a new dimension to applying the Kaizen methodology in manufacturing processes by introducing cardboard prototyping, which offers a novel way of testing and simulating different scenarios for improvement. The paper describes the process implementation in detail, including the techniques and data utilized to improve the process.

When improving business processes, process analysts can use data-driven methods, such as process mining, to identify improvement opportunities. However, despite being supported by data, process analysts decide which changes to implement. Analysts often use process visualisations to assess and determine which changes to pursue. This paper helps explore how process mining visualisations can aid process analysts in their work to identify, prioritise and communicate business process improvement opportunities.

The study follows the design science methodology to create and evaluate an artefact for visualising identified improvement opportunities (IRVIN).

A set of principles to facilitate the visualisation of process mining outputs for analysts to work with improvement opportunities was suggested. Particularly, insights into identifying, prioritising and communicating process improvement opportunities from visual representation are outlined.

Prior work focuses on visualisation from the perspectives – among others – of process exploration, process comparison and performance analysis. This study, however, considers process mining visualisation that aids in analysing process improvement opportunities.

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.”

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.

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.

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.

The purpose of this study is to investigate how Toyota Kata can be effectively applied in the engineer-to-order (ETO) manufacturing within the construction industry. The objective is to identify the critical success factors (CSFs) for the Toyota Kata implementation in this environment and to develop a continuous improvement (CI) method – based on Toyota Kata and adapted to the ETO manufacturing within the construction industry.

An action research (AR) approach was applied, which includes a participatory form of inquiry and learning from both intended and unintended outcomes, while simultaneously building up scientific knowledge about successful implementation of Toyota Kata.

All the CSFs in the AR project are addressed by the earlier literature, thus confirming the existing body of knowledge. Moreover, the existing knowledge was arguably extended through the modified Toyota Kata as an approach for CI. New elements regarding how to run the small experiments by extending the core team with personnel who work with the problem on a daily basis.

This research addresses a gap identified in the literature regarding how Toyota Kata can be adapted to the ETO manufacturing within the construction industry. It also presents an overview of CSFs for the Toyota Kata implementation in this environment.

The aim of this paper is to explore the implementation of an integrated lean and ISO 14001 approach in meat industry for environmental performance and examine a proposed conceptual framework by capturing insights from lean and ISO 14001 experts in New Zealand (NZ).

Semi-structured interviews have been conducted with a group of consultants (lean and ISO 14001) to evaluate the suitability of an integrated lean and ISO 14001 approach in the meat industry for environmental performance. A conceptual framework from literature has guided this study leading to its further development based on the empirical evidence collected.

Findings have illustrated a synergistic positive impact of lean and ISO 14001 implementation as an integrated approach for sustaining environmental performance in the meat industry. A joint implementation program provides more clarity in aligning ISO 14001 operational procedures with lean tools and techniques for an enhanced environmental performance outcome.

The application of an integrated lean and ISO 14001 framework is proposed in this paper, which can help industry practitioners and academia in developing a joint implementation strategy and conducting future research.

To the best of the author’s knowledge, this study is the first to assess the effective implementation of lean and ISO 14001 as an integrated approach in the NZ meat industry.

This study aims to propose a tailored Lean Six Sigma framework providing an accessible Lean Six Sigma methodology for compound feed manufacturers with the aim of mitigating rising costs and increasingly complex demands from customers.

A Lean Six Sigma framework was designed combining Lean value stream mapping and Six Sigma structured problem-solving with a case study in an Irish compound feed manufacturer.

The study found that the Lean Six Sigma implementation framework provided a simplified approach, which fitted the resource availability within compound feed manufacturing.

The study is limited by the constraints of a sole case study in providing empirical evidence of the effectiveness of the framework. Nevertheless, a conceptual Lean Six Sigma model is proposed, which will assist compound feed manufacturers implementing a continuous improvement approach.

This paper proposes a simplified approach to the implementation of Lean Six Sigma in agricultural compound feed manufacturers and in small and medium-sized organisations. This is the first such study in Ireland and will add to the body of work on Lean in agriculture and aid other agri-businesses and compound feed manufacturers in understanding how Lean Six Sigma can benefit.

This research aims to enhance the operational excellence and continuous improvement of the retail supply chain in the Saudi Thobe Factory through an integrated approach of Six Sigma DMAIC (Define-Measure-Analyze-Improve-Control) with artificial intelligence (AI).

The study identified the tailoring department as the department with maximum defects by using voice of customer and critical to quality tools. An AI-integrated Six Sigma approach was applied to identify and eliminate nonproductive stages, and a new facility layout was designed to enhance productivity and customer satisfaction.

The use of the factor rating method and simulation using Arena software led to an improved sigma level from 1.597 to 2.237, representing an increment of about 40%. Additionally, the defects per million opportunities reduced from 461,538 to 230,769. The study can help production industry management to optimize facility layouts and improve overall production line efficiency.

This study addresses the lack of published research on the use of an integrated approach of Six Sigma DMAIC with AI in the retail and distribution sector of Saudi Arabia, particularly for small and medium-sized enterprises (SMEs). The study demonstrates how this approach may significantly boost SMEs’ performance and provides a basis for future research in this area.

This study provides a practical example of how an integrated approach of Six Sigma DMAIC with AI can be used in the retail and distribution sector of Saudi Arabia to enhance operational excellence and continuous improvement. The study highlights the potential benefits of this approach for SMEs in the region and provides a framework for future research.

This paper proposes an integrated value stream mapping (VSM) for a complex assembly line to improve the leanness of a complex automotive component manufacturing organization.

This study depicts the application of VSM at the case organization, where top management is concerned about the challenges of higher cycle time and lower productivity. Gemba walks were conducted to establish the concept of “walk the flow, create the flow” along the assembly line. The multi-hierarchical cross-functional team developed the current value stream map to know the “as-is” state. Then, the team analysed the current VSM and proposed the future VSM for the “to-be” state.

The integrated VSM shows different processes and work cells, various wastes, non-value-added activities, cycle time, uptime and the material and information flows for both products of the assembly line on the same map. The integrated VSM reduced cycle time, non-value-added activities, work in process inventory and improved line efficiency and production per labour hour for both the products, simultaneously.

The limitation of the study is that the study focussed only on the application of VSM for one complex assembly only. Future research may be conducted using the developed integrated VSM approach in other complex production environments.

Managers can identify and reduce system waste by incorporating the concept of integrated VSM in a complex production or assembly environment where two or more products are being manufactured/assembled with low similarity.

The application of VSM for assembly lines is highly challenging because of merging flows, a large number of child parts in the lines and assembly of more than one product on the same line.