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Article
Publication date: 4 July 2018

Fatma Pakdil, Pelin Toktaş and Karen Moustafa Leonard

The purpose of this paper is to test the reliability and validity of the qualitative section of Lean Assessment Tool (LAT) starting from the point where a reliable and valid tool…

774

Abstract

Purpose

The purpose of this paper is to test the reliability and validity of the qualitative section of Lean Assessment Tool (LAT) starting from the point where a reliable and valid tool is needed to measure increasing leanness level of business organizations.

Design/methodology/approach

The questionnaire used in this study included the qualitative component of LAT developed by Pakdil and Leonard (2014). The unit of the study was individual employees who work in manufacturing firms participating in this study. This study focused on the data collected from three firms that operate in Turkey and two firms that operate in the USA. The total respondents from Turkish firms were 263 employees, while the 205 employees responded from US firms.

Findings

Exploratory factor analysis and confirmatory factor analysis were completed to determine valid and reliable factors that compose LAT’s qualitative component. The statistical analysis showed five distinct factors, namely process, delivery, quality, customer satisfaction and human resource. In addition, the fuzzy logic showed appropriate loadings to make the argument for its use in analysis of the LAT.

Research limitations/implications

This study moves the debate about the success or failure of lean efforts forward. With the debates about lean and its potential, it is necessary to have a scientific determination of success and the areas where further work in the firm is needed. Such measurement is the backbone of management progress, and the authors believe that this paper is useful. Second, the necessity of reliable and valid tools of lean assessment is obvious in the literature and practice. The findings of this study help academicians find reliable and valid tools to measure lean success both in the literature and practice.

Practical implications

Managerial implications include the development of a way to assess the areas of success and areas requiring further work. Failure to measure success and needs for further work has been the reason for the questionable results found in investigating lean implementation efforts. If there is no way to determine what is needed to improve lean efforts, they will be seen as failure, even if part of the implementation has been successful. This tool has been found to be potentially useful for evaluation of these crucial and time-consuming efforts.

Originality/value

In this study, the qualitative section of LAT has been validated. The results demonstrated that, based on two countries’ data sets, the scale was found to be reliable and valid within itself and across sociocultural boundaries.

Details

Journal of Manufacturing Technology Management, vol. 29 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

Available. Content available
Article
Publication date: 12 April 2023

Fatma Pakdil, Gülin Feryal Feryal Can and Pelin Toktaş

723

Abstract

Details

International Journal of Lean Six Sigma, vol. 14 no. 3
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 28 July 2021

Fatma Pakdil

Given the critical role of project prioritization and selection process in Six Sigma efforts, this study aims to analyse the relevant literature to answer this question: What…

783

Abstract

Purpose

Given the critical role of project prioritization and selection process in Six Sigma efforts, this study aims to analyse the relevant literature to answer this question: What types of project prioritization and selection methods have been used in Six Sigma research?

Design/methodology/approach

The study implemented the systematic literature review (SLR) method to identify and review all relevant previous studies.

Findings

The study revealed that 59 articles focused on the topic used 111 methods, analytic hierarchy process appeared as the most frequently used method with 12 articles (20%) and one-third of the methods used in the current Six Sigma project selection literature contained multi-criteria decision-making methods. In total, 61% of 59 articles were not published in the journals ranked by the ABDC’s list. Only 17% of the articles reviewed in this study were published in journals ranked as B category and 12% of the articles were published in A category journals.

Practical implications

The findings of this literature review may help Six Sigma practitioners and researchers accurately identify project prioritization and selection methods, considering that qualitative and quantitative scientific methods guarantee to make better decisions than “gut feelings” of the decision makers in this process.

Originality/value

Although a variety of studies focused on the topic, an SLR is lacking in the area of Six Sigma project prioritization and selection. Therefore, this study was constructed using the SLR method to analyse the topic.

Details

International Journal of Lean Six Sigma, vol. 13 no. 2
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 9 December 2020

Fatma Pakdil, Pelin Toktaş and Gülin Feryal Can

The purpose of this study is to develop a methodology in which alternate Six Sigma projects are prioritized and selected using appropriate multi-criteria decision-making (MCDM…

837

Abstract

Purpose

The purpose of this study is to develop a methodology in which alternate Six Sigma projects are prioritized and selected using appropriate multi-criteria decision-making (MCDM) methods in healthcare organizations. This study addresses a particular gap in implementing a systematic methodology for Six Sigma project prioritization and selection in the healthcare industry.

Design/methodology/approach

This study develops a methodology in which alternate Six Sigma projects are prioritized and selected using a modified Kemeny median indicator rank accordance (KEMIRA-M), an MCDM method based on a case study in healthcare organizations. The case study was hypothetically developed in the healthcare industry and presented to demonstrate the proposed framework’s applicability and validity for future decision-makers who will take place in Six Sigma project selection processes.

Findings

The study reveals that the Six Sigma project prioritized by KEMIRA-M assign the highest ranks to patient satisfaction, revenue enhancement and sigma level benefit criteria, while resource utilization and process cycle time receive the lowest rank.

Practical implications

The methodology developed in this paper proposes an MCDM-based approach for practitioners to prioritize and select Six Sigma projects in the healthcare industry. The findings regarding patient satisfaction and revenue enhancement mesh with the current trends that dominate and regulate the industry. KEMIRA-M provides flexibility for Six Sigma project selection and uses multiple criteria in two-criteria groups, simultaneously. In this study, a more objective KEMIRA-M method was suggested by implementing two different ranking-based weighting approaches.

Originality/value

This is the first study that implements KEMIRA-M in Six Sigma project prioritization and selection process in the healthcare industry. To overcome previous KEMIRA-M shortcomings, two ranking based weighting approaches were proposed to form a weighting procedure of KEMIRA-M. As the first implementation of the KEMIRA-M weighting procedure, the criteria weighting procedure of the KEMIRA-M method was developed using two different weighting methods based on ranking. The study provides decision-makers with a methodology that considers both benefit and cost type criteria for alternates and gives importance to experts’ rankings related to criteria and the performance values of alternates for criteria.

Details

International Journal of Lean Six Sigma, vol. 12 no. 3
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 18 June 2018

Fatma Pakdil and Feride Bahar Kurtulmuşoğlu

The purpose of this study is to optimize and improve service delivery configurations by integrating both customers’ and service providers’ perspectives into service delivery…

636

Abstract

Purpose

The purpose of this study is to optimize and improve service delivery configurations by integrating both customers’ and service providers’ perspectives into service delivery design processes using quality function deployment (QFD) methodology at shopping malls.

Design/methodology/approach

QFD is used to determine and close the gap between the most important customer needs and expectations and the opinions of service providers using a unique platform.

Findings

On customer side, the highest relative weight was given to “prompt response to customer concerns”, “not being crowded and loud”, “providing services for disabled customers” and “security of mall” customer expectations. On engineering side, “employees’ attributes, the size of parking area, reliable service, the time to find a product, the size of mall, disabled friendly infrastructure and the number of elevators and escalators” were determined to be the most important technical requirements.

Originality/value

Integrating the voice of customer into the voice of engineering, this study is the first attempt to describe how QFD methodology could be used to holistically optimize service delivery configurations in the mall industry. Unlike conventional QFD that ignores the cost perspective, this study has implications for operations managers with regard to solving resource allocation problems.

Details

International Journal of Quality and Service Sciences, vol. 10 no. 2
Type: Research Article
ISSN: 1756-669X

Keywords

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Article
Publication date: 1 June 2015

Fatma Pakdil and Karen Moustafa Leonard

Lean systems thinking was widely studied using relevant variables, but there is a dearth of published theoretical or empirical evidence about the cultural aspects of lean…

6399

Abstract

Purpose

Lean systems thinking was widely studied using relevant variables, but there is a dearth of published theoretical or empirical evidence about the cultural aspects of lean processes. The lack of conceptual development is one of the motivations for this study. Do organizational cultural variations correlate with the success and effectiveness of lean processes? What organizational infrastructures are required for effective lean implementation and continuation? The paper aims to discuss these issues.

Design/methodology/approach

Examining literature in the area of lean production and lean management, the authors sought current literature at the intersection of organizational culture and lean processes, particularly implementation and sustainability, but found little relating to the topic. Therefore, using the Competing Values Framework taxonomy, the authors examine this intersection, relying on related research in the areas.

Findings

In this paper, a brief discussion of lean processes in relation to organizational culture leads to propositions that identify the various cultural dimensions and their purported effect on lean implementation and sustainability. A model of this interaction is developed. Those quadrants of the Competing Values Framework that might be useful in developing research directions for the future are identified.

Research limitations/implications

Future research directions include the measurement of organizational culture in firms that have implemented lean processes. This would be a step toward looking at the effect that the different quadrants in the Competing Values Framework have on various elements of lean efforts. This would take a significant amount of work, because the manufacturing industry, the leader in implementing and sustaining lean processes, may have institutionalized particular organizational cultures. It would be an interesting step forward in the understanding of how lean processes are operationalized across different firms and industries. However, there are multiple ways to examine culture; the authors believe this method allows the capture of the entire spectrum.

Practical implications

Knowing which dimensions influence lean effectiveness and the way that they wield that influence allows managers to develop the firm’s organizational culture to one that will support implementing and sustaining lean efforts. The challenge to implement and sustain lean processes lies in the need to identify the organizational culture infrastructure that will allow this system that was first used by Japanese firms to operate well in other organizational contexts. The values and norms that underlie lean processes may create conflict with the culture that already exists within the organization; such divergence retards adoption and performance.

Originality/value

There is a lack of research at the critical intersection of organizational culture and lean implementation/sustainability. Culture is key to making the changes required of lean implementation and in sustaining the drive toward lean production and management. The paper begins to fill that gap.

Details

Journal of Manufacturing Technology Management, vol. 26 no. 5
Type: Research Article
ISSN: 1741-038X

Keywords

Available. Content available
Article
Publication date: 25 January 2011

899

Abstract

Details

Journal of Managerial Psychology, vol. 26 no. 1
Type: Research Article
ISSN: 0268-3946

Available. Content available
Article
Publication date: 1 February 2016

19

Abstract

Details

Journal of Manufacturing Technology Management, vol. 27 no. 1
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 21 December 2022

Ezgi Aktar Demirtas, Ozgul Sevval Gultekin and Cigdem Uskup

With the emergence of the COVID-19 pandemic, the production shortage of personal protective equipment (PPE), such as surgical masks, has become increasingly significant. It is…

1070

Abstract

Purpose

With the emergence of the COVID-19 pandemic, the production shortage of personal protective equipment (PPE), such as surgical masks, has become increasingly significant. It is vital to quickly provide high-quality, hygienic PPE during pandemic periods. This comprehensive case study aims to confirm that Kaizen and 5S applications reduce wastage rates and stoppages, which as a result, created a more efficient and sustainable workplace in a small–mediumenterprise (SME) producing PPE in Turkey.

Design/methodology/approach

The method for this case is discussed with the help of a flowchart using the DMAIC cycle: D-define, M-measure, A-analyse, I-improve and C-control.

Findings

The total stoppages due to fishing line, gripper, piston and yarn welding have decreased by approximately 42.4%. As a result of eliminating wasted time and reduced changeovers, a total of 5,502 min have been saved per month. This increased production of approximately 10.55% per month, led to an addition of 506,184 units.

Originality/value

The use of lean manufacturing (LM), Six Sigma, Lean Six Sigma and continuous improvement methodologies are not common in textile SMEs. Based on the current literature reviewed, to the best of the authors’ knowledge, this is the first comprehensive case study that combines statistical tools, such as hypothesis tests and LM practices, in the production process for a PPE company operating as a textile SME.

Details

International Journal of Lean Six Sigma, vol. 14 no. 3
Type: Research Article
ISSN: 2040-4166

Keywords

Available. Open Access. Open Access
Article
Publication date: 30 August 2024

Fatma Betül Yeni, Beren Gürsoy Yılmaz, Behice Meltem Kayhan, Gökhan Özçelik and Ömer Faruk Yılmaz

This study aims to address challenges related to long lead time within a hazelnut company, primarily attributed to product quality issues. The purpose is to propose an integrated…

433

Abstract

Purpose

This study aims to address challenges related to long lead time within a hazelnut company, primarily attributed to product quality issues. The purpose is to propose an integrated lean-based methodology incorporating a continuous improvement cycle, drawing on Lean Six Sigma (LSS) and Industry 4.0 applications.

Design/methodology/approach

The research adopts a systematic approach, commencing with a current state analysis using VSM and fishbone analysis to identify underlying problems causing long lead time. A Pareto analysis categorizes these problems, distinguishing between supplier-related issues and deficiencies in lean applications. Lean tools are initially implemented, followed by a future state VSM. Supplier-related issues are then addressed, employing root cause analyses and Industry 4.0-based countermeasures, including a proposed supplier selection model.

Findings

The study reveals that, despite initial lean implementations, lead times remain high. Addressing supplier-related issues, particularly through the proposed supplier selection model, significantly reduces the number of suppliers and contributes to lead time reduction. Industry 4.0-based countermeasures ensure traceability and strengthen supplier relationships.

Originality/value

This research introduces a comprehensive LSS methodology, practically demonstrating the application of various tools and providing managerial insights for practitioners and policymakers. The study contributes theoretically by addressing challenges comprehensively, practically by showcasing tool applications and managerially by offering guidance for system performance enhancement.

Details

International Journal of Industrial Engineering and Operations Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2690-6090

Keywords

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