George Byrne, Dave Lubowe and Amy Blitz
This article describes the five‐year success of a lean Six Sigma approach to improving operations that is also a way of doing better things – innovating in products, services…
Abstract
Purpose
This article describes the five‐year success of a lean Six Sigma approach to improving operations that is also a way of doing better things – innovating in products, services, markets and even a company's underlying business model.
Design/methodology/approach
Consultants from IBM's Operations Strategy group and from the Institute for Business Value analyzed the innovation records of several leading companies that have implemented operations strategies based on Lean Six Sigma management techniques.
Findings
They found that lean Six Sigma initiatives also led to product innovations, such as Caterpillar's phenomenally successful low‐emissions diesel engine, and also to redesigned processes, including a streamlined supply chain. After five years, by 2005, revenues at Caterpillar had grown by 80 percent.
Research limitations/implications
A case study of Caterpillar illustrates the points of the lean sigma six approach.
Practical implications
For more than five years, industry leaders have used company‐wide lean Six Sigma programs to create an organizational climate in which innovation becomes instinctive, and, consequently, they have surfaced major innovation opportunities that have revitalized their businesses.
Originality/value
Identifies several distinguishing characteristics that set successful approaches apart from those with a traditional operational improvement mindset. Successful innovators have: an innovation vision based on factual customer and market insights; leadership committed to perpetual innovation; alignment across the extended enterprise; organizational capabilities that made innovation habitual.
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Dave Lubowe, Judith Cipollari and Patrick Antoine
To aid business leaders struggling to implement global integration, IBM Consulting developed an “R‐O‐I Framework” that emphasizes repeatable processes, optimized assets and…
Abstract
Purpose
To aid business leaders struggling to implement global integration, IBM Consulting developed an “R‐O‐I Framework” that emphasizes repeatable processes, optimized assets and integrated operations, all on a global basis. This paper aims to look at this framework.
Design/methodology/approach
The researchers first examined data from and IBM 2008 CEO Study (more than a 1,000 respondents), and then selected 20 best practice cases to identify patterns among strategies that strong global integrators were using.
Findings
The IBM approach has identified three elements of the R‐O‐I framework that must be addressed concurrently: repeatable processes – eliminating inefficiency, optimizing effectiveness, and managing exceptions; optimized assets – managing core versus non‐core activities, optimizing locations and establishing virtual operations; and integrated operations – Optimizing global competencies via partnering and managing end‐to‐end processes on a global basis.
Practical implications
In concert with the R‐O‐I elements, three additional elements underpin the global integration transformation process and serve as the foundation that enables globally integrated operations: leadership, organization and technology.
Originality/value
The final step to global integration is managing on a global basis for every process from end‐to‐end, within and beyond company walls. Key to this is a systems view of global operations, with tools and methodologies in place to continually monitor end‐to‐end processes while adjusting to changes wherever and whenever they arise, while maintaining a continual focus on global optimization.
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Fred Balboni, Saul J. Berman and Peter J. Korsten
This article explains how, by combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to provide employees with “mobility” solutions that…
Abstract
Purpose
This article explains how, by combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to provide employees with “mobility” solutions that will enable them to work more effectively than ever before, a new Individual Enterprise model.
Design/methodology/approach
The article shows how organizations that design their business and information systems with this Individual Enterprise model in mind can evolve their business models, or even create totally new ones, and thus realize the full transformational benefits of mobility.
Findings
Together mobile and analytics will redefine how companies deliver value to customers.
Practical implications
Dynamically configurable platforms and apps will allocate organizational expertise precisely where and when needed, enabling employees to make faster, better-informed decisions.
Social implications
By creating an Individual Enterprise, organizations will be able to discover, define and refine new and emerging customer wants and needs, and create truly unique, exciting customer experiences.
Originality/value
By transforming in an Individual Enterprise a company evolves from managing employees to optimizing ecosystems; from assigning “a person for the process” to creating “a process for a person.”
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Edward Giesen, Eric Riddleberger, Richard Christner and Ragna Bell
Business‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business…
Abstract
Purpose
Business‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business model and how to execute the change. This paper aims to address this issue.
Design/methodology/approach
Data from IBM's Global CEO Study 2008 and an analysis of 28 successful business‐model innovators, produced insights into both the best timing and process for business model innovation.
Findings
The IBM researchers identified a set of characteristics that strong business‐model innovators demonstrate consistently.
Practical implications
A set of characteristics, which the IBM researchers call the “Three A's,” are critical to the successful design and execution of business‐model innovation: Aligned – Leverage core capabilities and design consistency across all dimensions of the business model, both internally and externally, that build customer value; Analytical – Use information strategically to create foresight, and prioritize actions while measuring and tracking for rapid course correction; and Adaptable – Link innovative leadership with the ability to effect change and institutionalize operational flexibility.
Originality/value
The paper answers two questions that can help companies develop their innovation strategy and transformation approach for the new economic environment: Under what conditions should companies adapt their business model?; and What capabilities and characteristics support the design and execution of successful business‐model innovation?
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Martin Evans, Peter Farrell, Emad Elbeltagi and Helen Dion
The architecture, engineering and construction (AEC) industry encounter substantial risks and challenges in its evolution towards sustainable development. International…
Abstract
Purpose
The architecture, engineering and construction (AEC) industry encounter substantial risks and challenges in its evolution towards sustainable development. International businesses, multinational AEC organisations, technical professionals, project and portfolio management organisations face global connectivity challenges between business units, especially during the outbreak of novel coronavirus pandemic, to manage construction megaprojects (CMPs). That raises the need to manage global connectivity as a main strategic goal of global organisations. This paper aims to investigate barriers to integrating lean construction (LC) practices and integrated project delivery (IPD) on CMPs towards the global integrated delivery (GID) transformative initiatives and develop future of work (FOW) global initiatives in contemporary multinational AEC organisations.
Design/methodology/approach
A two-stage quantitative and qualitative research approach is adopted. The qualitative research methodology consists of a literature review to appraise barriers to integrating LeanIPD&GID on CMPs. Barriers are arranged into six-factor clusters (FCs), with a conceptualisation of LeanIPD&GID, GID strategy placements and FOW global initiatives with multiple validations. This analysis also involved semi-structured interviews and focus group techniques. Stage two consisted of an empirical questionnaire survey that shaped the foundation of analysis and findings of 230 respondents from 23 countries with extensive cosmopolitan experience in the construction of megaprojects. The survey examined a set of 28 barriers to integrating LeanIPD&GID on CMPs resulting from a detailed analysis of extant literature after validation. Descriptive and inferential statistical tests were exploited for data analysis, percentage scoring analysis, principal component analysis (PCA) and eigenvalues were used to elaborate on clustered factors.
Findings
The research conceptualised LeanIPD&GID principles and proposed GID strategy placements for LeanIPD&GID transformative initiatives and FOW global initiatives. It concluded that the most significant barriers to integration of LeanIPD&GID on CMPs are “lack of mandatory building information modelling (BIM) and LC industry standards and regulations by governments”, “lack of involvement and support of governments”, “high costs of BIM software licenses”, “resistance of industry to change from traditional working practices” and “high initial investment in staff training costs of BIM”. PCA revealed the most significant FCs are “education and knowledge-related barriers”, “project objectives-related barriers” and “attitude-related barriers”. Awareness of BIM in the Middle East and North Africa (MENA) region is higher than LC and LC awareness is higher than IPD knowledge. Whilst BIM adoption in the MENA region is higher than LC; the second is still taking its first steps, whilst IPD has little implementation. LeanBIM is slightly integrated, whilst LeanIPD integration is almost not present.
Originality/value
The research findings, conclusion and recommendation and proposed GID strategy placements for LeanIPD&GID transformative initiatives to integrating LeanIPD&GID on CMPs. This will allow project key stakeholders to place emphasis on tackling LeanIPD&GID barriers identified in this research and commence GID strategies. The study has provided effective practical strategies for enhancing the integration of LeanIPD&GID transformative initiatives on CMPs.
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ABRACI, the Brazilian PCB Association, in conjuction with the Brazilian National Technical Standards Association is launching a National programme for PCB standards, based on the…
Abstract
ABRACI, the Brazilian PCB Association, in conjuction with the Brazilian National Technical Standards Association is launching a National programme for PCB standards, based on the IEC set of standards (1EC‐94–249–326 etc).
The Second Brazilian Printed Circuit Association Seminar will take place in Rio de Janeiro from 21–23 September 1988. Papers will be presented on the following topics:
Martin Evans, Peter Farrell, Emad Elbeltagi and Helen Dion
Built environment organisations face global challenges between business units, especially since the coronavirus pandemic (COVID-19) has profoundly disrupted the construction…
Abstract
Purpose
Built environment organisations face global challenges between business units, especially since the coronavirus pandemic (COVID-19) has profoundly disrupted the construction industry worldwide, including the management of construction megaprojects (CMPs). This research aims to develop a competency framework, for global integrated delivery (GID) transformative initiatives and future of work (FOW) global initiatives, to manage integration between lean construction (LC) practices and integrated project delivery (IPD) on CMPs in contemporary multinational engineering organisations.
Design/methodology/approach
“Mixed research methods” involves a two-stage quantitative and qualitative research approach. In the context of CMPs, stage one consisted of a qualitative research methodology comprising a literature review to examine competencies, COVID-19 impacts, responses and key drivers (KDs) to integrate LeanIPD&GID; stage one outcomes propose a conceptualisation of LeanIPD&GID, a competency framework and future of work (FOW) global initiatives. Stage two involved an empirical questionnaire survey for a set of 30 KDs arranged into five-factor clusters (FCs), 226 respondents from 23 countries with an extensive cosmopolitan experience; analysis adopted structural equation modelling (SEM), descriptive and inferential statistics, percentage scoring analysis, principal component analysis (PCA) and eigenvalues.
Findings
In the context of CMPs, stage one outcomes delivered a conceptualisation of LeanIPD&GID, a proposed competency framework and FOW global initiatives. Stage two concluded that the most significant KDs are “collaboration in design, construction works and engineering management,” “coordination and planning of construction work,” “senior organisational management support,” “boosting implementation of LC, and integrating project delivery” and “earlier and precise 3D visualisation of designs”. building information modelling (BIM) adoption in the MENA region is higher than LC; the second is still taking its first steps, while IPD has little implementation. LeanBIM is slightly integrated, while LeanIPD integration is almost not present.
Originality/value
The research findings, conceptualised LeanIPD&GID principles, a proposed competency framework and FOW global initiatives, provided future research streams and directions; the study has provided a competency framework and FOW global initiatives for effective practical strategies for enhancing integration of LeanIPD&GID transformative initiatives on CMPs and will allow project key stakeholders to place emphasis on boosting LeanIPD&GID KDs.