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1 – 10 of 274Thais Assis de Souza, Guilherme Alcântara Pinto, Luiz Guilherme Rodrigues Antunes and André Grützmann
Regarding the premises of open innovation (OI) in terms of knowledge sources, this paper aims to discuss how to manage the existing sources of knowledge in supply chains.
Abstract
Purpose
Regarding the premises of open innovation (OI) in terms of knowledge sources, this paper aims to discuss how to manage the existing sources of knowledge in supply chains.
Design/methodology/approach
An integrative review was developed focusing on studies related to supply chain and OI, seeking to understand the relationships between them, supporting the innovative discussion.
Findings
The SIPOC-OI was proposed as a tool to support the management of knowledge sources present in the supply chain, promoting efficiency to the company and improving its innovative capacity.
Research limitations/implications
The conceptual proposal should be empirically verified to understand the management tool's obstacles and benefits for a company's innovation performance. Additionally, it would be useful to understand the results of this proposal in the relationships between agents of the chain, as well as the direction (inbound, outbound or coupled). Additionally, relevant points were highlighted as future agendas.
Practical implications
The point of view based on OI treats the collaboration's aspects and its benefits to agents, which becomes an essential factor in improving the entire chain's integration and performance.
Originality/value
The analysis of the flow of knowledge in supply chains from an OI perspective is an innovation in theory. Besides, the multidisciplinary proposal is expressed in the framework developed as it is based on a tool from engineering. Supply chain competencies/mindset is important to develop OI as well as is the contrary – there is a mutual practical and theoretical relevance between the integration of the concepts.
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Raid Al-Aomar and Matloub Hussain
The purpose of this paper is to develop a framework for identification, categorization and prioritization of lean techniques adopted in a hotel supply chain.
Abstract
Purpose
The purpose of this paper is to develop a framework for identification, categorization and prioritization of lean techniques adopted in a hotel supply chain.
Design/methodology/approach
A survey tool is used for the identification of lean techniques that are relevant to a hotel supply chain. The targeted sample includes experts from 50 four- and five-star hotels in the United Arab Emirates (UAE) that confirmed experience in implementing lean practices across hotels supply chain. A Supplier-Inputs-Process-Outputs-Customers (SIPOC) chart and experts’ opinion are used to allocate and categorize the identified lean techniques across the construct of the hotel supply chain. Finally, analytical hierarchy process (AHP) is used to prioritize the criteria and sub-criteria of adopted lean techniques.
Findings
Study results have identified six main categories of lean practices and 19 specific lean techniques as relevant to a hotel supply chain. The identified categories include JIT, Kaizen, Quality, Inventory, Maintenance and Standardization. The study found that JIT and Kaizen take the top priority among the identified categories of lean practices. In line with that, on-time service to customers, effective improvement system and on-time delivery from suppliers were found to be the three most relevant lean techniques to a hotel supply chain.
Research limitations/implications
The study has targeted a representative sample of hotels with experience in implementing lean practices. Study findings have several implications to researchers and practitioners for effective adoption of lean techniques within a hotel supply chain. However, the accuracy and credibility of results obtained from this research including SIPOC allocation and lean categorization are highly dependent on the accuracy and credibility of collected empirical data from surveyed hotels within the study context. Results of AHP prioritization also depend on the credibility of judgements made by the hotels’ supply chain experts.
Practical implications
The study provides the hospitality industry with a structured approach that can help in a prioritized adoption of most relevant lean techniques across the hotel supply chain to reduce wastes, create value, increase efficiency and improve the service level. Study findings can be used by hotel management to direct and focus the effort of lean capacity building, resources allocation and implementation plans.
Originality/value
Limited research is available on lean management in the context of a hotel supply chain. Also, most of the previous research is focused on lean impacts, while academics and practitioners agree that the identification and prioritization of most relevant lean techniques is crucial to the successful implementation of lean management for waste reduction and value creation. This research addresses this important issue in hotel supply chains and proposes a structured approach for effective lean adoption.
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Shreeranga Bhat, Jiju Antony, Maher Maalouf, Gijo E.V. and Souraj Salah
This paper aims to unearth the essential components of Six Sigma for successful deployment and sustainment of service quality in four different organizations in the United Arab…
Abstract
Purpose
This paper aims to unearth the essential components of Six Sigma for successful deployment and sustainment of service quality in four different organizations in the United Arab Emirates (UAE). More specifically, the paper is intended to determine the motivation to apply Six Sigma, Voice of Customer, Key Performance Indicators (KPIs), Critical-to-Quality (CTQ), readiness factors, Critical Success Factors, sustainment measures, tools and techniques used, challenges/barriers and performance impact on the company.
Design/methodology/approach
An exploratory research methodology with multiple case study analyses was adopted to determine the answers to the research objectives. Four case studies from different service processes of four companies were analyzed. The case studies were collated from these companies via a case study protocol with pre-defined criteria.
Findings
The analysis shows that service operation improvement projects are primarily dependent on the voice of the internal customer, with return on investment in savings as the KPI of the process. Most organizations prefer cycle time and errors as the CTQs in the Six Sigma projects. Even novice users can effectively apply the Six Sigma methodology with external experts’ assistance, mentoring and interventions. Across the case studies, it is observed that the projects were successfully deployed due to the support of top management leadership, effective communication and cross-functional teams. Employee resistance to change is the common barrier observed during the case study analysis. Eventually, in all the four case studies, Six Sigma is executed with standard tools and techniques within the define, measure, analyze, improve, control (DMAIC) approach.
Research limitations/implications
The present study’s findings cannot be generalized due to the limited number of case study analyses in different ecosystems in the UAE. The authors would like to analyse and report more case studies in service quality improvement through the Six Sigma methodology to comprehend and develop a generic roadmap for the deployment of Six Sigma in the UAE service industry.
Practical implications
The study’s findings provide insights into commonalities and differences between the essential factors of Six Sigma deployment and sustainability in UAE companies.
Originality/value
The study results might help the policymakers and key decision makers in UAE and other countries understand the effectiveness of Six Sigma in service quality improvement with its essential factors for deployment.
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Nikolaos A. Panayiotou and Konstantinos E. Stergiou
The purpose of this paper is to review of the literature about lean six sigma (LSS) implementation in European organizations written by academics or practitioners from European…
Abstract
Purpose
The purpose of this paper is to review of the literature about lean six sigma (LSS) implementation in European organizations written by academics or practitioners from European institutions to extract useful conclusions about LSS adoption in European companies and to suggest direction for future research concerning the broader LSS application in them.
Design/methodology/approach
This study has been conducted by reviewing 58 papers, found in top journals, coming from European institutions that present studies of European companies and fulfill the selected inclusion criteria.
Findings
The analysis of the literature revealed the level of penetration of the LSS methodology in organizations of each European country. The study of the papers revealed the sectors and the size of companies that are more active in LSS application, the method used in each project, the tools which are deployed and the interconnection between LSS and other topics through the project implementation.
Research limitations/implications
The limited access provided by the authors’ institution only to three major publishers (Emerald, Elsevier, Taylor and Francis) and the focus of the search only in European organizations were the main limitations of this review.
Practical implications
This paper provides both academics and practitioners with valuable insights about LSS implementation in European organizations, presenting a complete analysis framework of the literature and highlighting gaps for further research.
Originality/value
An extended and detailed analysis of LSS adoption in Europe has not been conducted before. This review presents a clear view about how LSS projects in European organization have been applied so far and suggests ways of how the literature could be enriched to facilitate the LSS implementation.
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Seamus J. O’Reilly, Joe Healy, Tom Murphy and Rónán Ó’Dubhghaill
This paper aims to contribute to a developing literature on continuous improvement (CI), enabled by Lean Six Sigma (LSS), in higher education institutions (HEIs). It reports on…
Abstract
Purpose
This paper aims to contribute to a developing literature on continuous improvement (CI), enabled by Lean Six Sigma (LSS), in higher education institutions (HEIs). It reports on the key learning points arising from the initial steps taken by an Irish university on its CI journey.
Design/methodology/approach
A case study strategy was adopted following a participatory research approach. This approach supports reflexivity and also provides access to all relevant documentation and staff within the case university. Thematic analysis was supported by data reduction and display techniques.
Findings
The introduction of a LSS approach rather than a reliance on lean alone introduced a structured methodology (DMAIC) that supported simplification of a number of administrative processes. A number of specific improvements were achieved including: Cycle time and cost reduction; customer or employee satisfaction; and rework and error reduction. The findings support the importance of the Readiness Factors as identified by Antony (2014), with particular insight into the role of senior and middle management, the impact of training and deployment of expertise.
Research limitations/implications
This paper is based on an ongoing, longitudinal, empirical study of a single case study in Ireland.
Originality/value
This paper tracks the development of CI in a HEI in a longitudinal manner and adds to the emerging the literature in this area. The paper evaluates the role of management at various levels, analyses the use of LSS tools and techniques and evaluated the role of training and capacity building. Implications for Management are shared including: design and role of training programmes, role of champions at various organisational levels, including key functional areas and sustaining momentum.
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Mauricio Uriona Maldonado, Matheus Eduardo Leusin, Thiago Carrano de Albuquerque Bernardes and Caroline Rodrigues Vaz
Business process management (BPM) and lean management (LM) are both recognized for improving organizational performance through continuous improvement, yet their similarities and…
Abstract
Purpose
Business process management (BPM) and lean management (LM) are both recognized for improving organizational performance through continuous improvement, yet their similarities and differences have been poorly discussed so far. This paper aims to find their main differences and similarities using a systematic method for literature review.
Design/methodology/approach
The paper uses a structured literature review known as SYSMAP (Scientometric and sYStematic yielding MApping Process). The method integrates bibliometrics and content analysis procedures to perform in-depth analysis of the literature at hand.
Findings
Both methodologies seek continuous improvement with focus on the customer and process standardization, but they are divergent mainly in relation to the flow they intend to improve. The impossibility of implementing both methodologies in an effective way was also observed, mainly due to the differences they present in relation to how to achieve the continuous improvement cycle.
Research limitations/implications
As any other literature reviews, the major limitation is to have omitted relevant literature even though all available procedures have been used to avoid this situation.
Practical implications
This paper offers a novel perspective from the practitioner side. LM may be better used in human-intensive process improvement whereas BPM in technology-intensive ones. Such characteristics open up new opportunities for practitioners aiming at integrating both approaches.
Originality/value
This is the first paper that systematically analyses the body of literature of BPM and LM with the means to better understand their similarities and differences.
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Jiju Antony, Abhijeet Ghadge, Stephanie A. Ashby and Elizabeth A. Cudney
The purpose of this paper is to explore the fundamental challenges and critical success factors in the development of a Lean Six Sigma (LSS) initiative within a UK higher…
Abstract
Purpose
The purpose of this paper is to explore the fundamental challenges and critical success factors in the development of a Lean Six Sigma (LSS) initiative within a UK higher education institute (HEI). The paper also illustrates examples of the types of projects completed and share some of the key lessons learned as part of the LSS journey.
Design/methodology/approach
The authors have initially carried out an extensive literature review on the application of LSS in higher education to understand the existing body of work carried out by other scholars in the field. This is followed by presenting a case study explaining how a HEI in the UK has embarked on its LSS journey as a process excellence methodology to improve the efficiency and effectiveness of core and supporting business processes.
Findings
There has been a clear lack of support and commitment from senior management in the sustainability of LSS within the case study organization. There was a general lack of understanding of the benefits of LSS in the higher education context and there is a lack of knowledge on the use of LSS tools for tackling process efficiency and effectiveness problems across the case study organization. Although a number of LSS projects were executed across finance, administrative, and human resources, as well as IT and library services, no projects were carried out for improving academic processes such as teaching effectiveness.
Research limitations/implications
As the case study is limited to one higher education institution (HEI), the findings of the study cannot be broadly generalized. Moreover, the paper does not report the findings of any strategic projects as most projects were carried out at the operational level.
Originality/value
This is possibly one of the first studies reporting project examples of LSS in a HEI. The results of the study can also be used to benchmark with similar studies in other HEIs to understand the impact of certain management practices of LSS.
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Leopoldo Gutierrez-Gutierrez, Sander de Leeuw and Ruud Dubbers
This paper aims to analyze the application of Lean Six Sigma (LSS) framework for supporting continuous improvement (CI) in logistics services. Both the lean philosophy and the Six…
Abstract
Purpose
This paper aims to analyze the application of Lean Six Sigma (LSS) framework for supporting continuous improvement (CI) in logistics services. Both the lean philosophy and the Six Sigma methodology have become two of the most important initiatives for CI in organizations. The combination of both alternatives – LSS – brings significant benefits for companies applying this method, and its influence in logistics services can be relevant.
Design/methodology/approach
A case study on the logistics services of a large consumer electronics company is performed. In this sector, high quality in logistics services is crucial. Using within-case and cross-case analyses, the paper discusses the implementation of LSS in two internal logistics processes.
Findings
The paper identifies important implementation aspects when applying LSS to logistics services, such as CI structure, strategic analysis, cross-functional teams and process management. Furthermore, the paper discusses the potential in logistics services of the DMAIC (define, measure, analyze, improve and control) approach and tools such as value stream mapping, SIPOC (supplier, input, process, output, and customer) and process mapping.
Practical implications
The paper analyzes two logistics processes where LSS has been applied – a payment process and a request-to-ship process. The analysis of both processes offers relevant information about organizational implementation in a logistics services environment about process improvement and about the use of LSS tools.
Originality/value
First, this paper addresses the gap in literature about LSS and logistics’ activities. Furthermore, the case company, with more than 9,000 employees and distributing its products to more than 100 countries, constitutes a valuable source of information to obtain insights into the implications of implementing LSS in logistics services.
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Pallavi Sharma, Suresh Chander Malik, Anshu Gupta and P.C. Jha
The purpose of this paper is to study the anodising process of a portable amplifier production process to identify and eliminate the sources of variations, in order to improve the…
Abstract
Purpose
The purpose of this paper is to study the anodising process of a portable amplifier production process to identify and eliminate the sources of variations, in order to improve the process productivity.
Design/methodology/approach
The study employs the define-measure-analyse-improve-control (DMAIC) Six Sigma methodology. Within the DMAIC framework various tools of quality management such as SIPOC analysis, cause and effect diagram, current reality tree, etc., are used in different stages.
Findings
High rejection rate was found to be the main problem leading to lower productivity of the process. Four types of defects were identified as main cause of rejections in the baseline process. Pareto analysis resulted in detection of the top defects, which were then analysed in details to find the root cause of the problem. Further study resulted in finding improvement measures that were discussed with the management before implementation. The process is sampled again to check the improvements, and control measures were established.
Practical implications
The study provides a framework for implementation of DMAIC Six Sigma methodology for a manufacturing firm. The results presented are based on the data collected from the shop floor. Results and findings of the study were implemented for quality improvement of the process.
Originality/value
The study is based on an original research conducted with the objective of quality improvement in the anodising process of the production process. Besides presenting an approach to DMAIC Six Sigma methodology, an application of the current reality tree tool for root cause analysis is presented, a tool used limitedly in the Six Sigma studies. The tool finds its uniqueness in its ability to address problems relating multiple factors than isolated factors.
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