Paul L. Forrester, Ullisses Kazumi Shimizu, Horacio Soriano‐Meier, Jose Arturo Garza‐Reyes and Leonardo Fernando Cruz Basso
The “resource‐based view” (RBV) of firms considers that major operational and organisational advantages are created in the internal environment of a firm. The implementation of…
Abstract
Purpose
The “resource‐based view” (RBV) of firms considers that major operational and organisational advantages are created in the internal environment of a firm. The implementation of lean manufacturing represents the potential for strategic advantage over competitors, especially in craft‐based industries in developing regions of the world. The purpose of this paper is to investigate the relationship between the adoption of lean manufacturing and market share and value creation of companies in the agricultural machinery and implements sector in Brazil.
Design/methodology/approach
The paper is based on data collected in a survey conducted across 37 firms in the agricultural machinery and implements industry in Brazil. The data were used within a model for assessing the degree of leanness to test three hypotheses using correlation, regression, analysis of variance and cluster statistical methods.
Findings
Brazilian firms and managers in this sector that have supported a transition towards the adoption (and adaptation) of lean manufacturing practices have shown a significant improvement in their business performance.
Originality/value
The paper presents an empirical study where lean manufacturing is investigated and tested from a “RBV” perspective. It demonstrates the application of an emergent model for measuring the degree of leanness and the extent of business improvement. The study and the model are applied to smaller, craft‐based industries and so is applicable in developing countries and regions, in comparison with most literature on lean production in advanced economies. It provides a useful perspective for firms to corroborate and understand the potential benefits that lean manufacturing can bring if adopted.
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Horacio Soriano‐Meier and Paul L. Forrester
Clarifies the concept of lean manufacturing and what it comprises. Commences with a review of the lean production literature and, specifically, existing models that identify the…
Abstract
Clarifies the concept of lean manufacturing and what it comprises. Commences with a review of the lean production literature and, specifically, existing models that identify the variables and component elements of lean production firms. Presents a research instrument for measuring the degree of leanness possessed by manufacturing firms. Research questions were developed and incorporated into structured survey questionnaires for both manufacturing directors and managing directors that enabled a quantitative assessment to be made for the various components of leanness. The survey was completed by over 30 firms in the UK ceramics tableware industry and so represents a comprehensive overview of the state of play in that sector. The figures derived allowed for hypotheses testing and a quantitative analysis. Presents selected results and conclusions from the current survey to illustrate the application and usefulness of the instrument. Argues that, though developed specifically for the tableware industry, the research instrument can be adapted for use in other industries.
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Jose Arturo Garza‐Reyes, Steve Eldridge, Kevin D. Barber and Horacio Soriano‐Meier
Overall equipment effectiveness (OEE) and process capability (PC) are commonly used and well‐accepted measures of performance in industry. These measures, however, are…
Abstract
Purpose
Overall equipment effectiveness (OEE) and process capability (PC) are commonly used and well‐accepted measures of performance in industry. These measures, however, are traditionally applied separately and with different purposes. The purpose of this paper is to investigate the relationship between OEE and PC, how they interact and impact each other, and the possible effect that this relationship may have on decision making.
Design/methodology/approach
The paper reviews the OEE and PC background. Then, a discrete‐event simulation model of a bottling line is developed. Using the model, a set of experiments are run and the results interpreted using graphical trend and impact analyses.
Findings
The paper demonstrates the relationship between OEE and PC and suggests the existence of a “cut‐off point” beyond which improvements in PC have little impact on OEE.
Practical implications
PC uses the capability indices (CI) to help in determining the suitability of a process to meet the required quality standards. Although statistically a Cp/Cpk equal to 1.0 indicates a capable process, the generally accepted minimum value in manufacturing industry is 1.33. The results of this investigation challenge the traditional and prevailing knowledge of considering this value as the best PC target in terms of OEE.
Originality/value
This paper presents a study where the relationship between two highly used measures of manufacturing performance is established. This provides a useful perspective and guide to understand the interaction of different elements of performance and help managers to take better decisions about how to run and improve their processes more efficiently and effectively.
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Horacio Soriano‐Meier, Paul L. Forrester, Sibi Markose and Jose Arturo Garza‐Reyes
The purpose of this paper is to investigate the impact of layout configurations in a hospital on the implementation of lean management initiatives, to include different units of…
Abstract
Purpose
The purpose of this paper is to investigate the impact of layout configurations in a hospital on the implementation of lean management initiatives, to include different units of care. The research concentrated on the impact, the physical distance between dependent units could have on staff perception, use of staff time, time spent in the system by patients, and performance.
Design/methodology/approach
The research examined the relationship between clinical units allocated within Northampton General Hospital and their internal providers. In addition, an adapted version of the SERVPERF questionnaire was used to measure the quality perception of staff.
Findings
The transit distances from each clinical unit to their internal providers have: a negative relationship with the staff quality provision of care; a positive relationship with the time the patient spends in the system; and no discernable direct correlation with performance.
Practical implications
These findings will help hospital managers to understand the impact of the layout of a hospital on the implementation of service improvement activities, and will assist them in planning improved relocation of clinical units. This facilitates future service improvements whilst optimising the use of available and constrained resources within the present hospital facilities.
Originality/value
The ideas and results presented in this study are original and valuable to the study of hospital layouts, services improvements and the implementation of lean operation initiatives and quality improvement programmes in hospitals. The study also successfully tested the application of SERVPERF in a hospital setting.
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Jose Arturo Garza-Reyes, Ashley Flint, Vikas Kumar, Jiju Antony and Horacio Soriano-Meier
Problem solving and continuous process improvement are key elements to achieve business excellence. Many problem solving and process improvement methodologies have been proposed…
Abstract
Purpose
Problem solving and continuous process improvement are key elements to achieve business excellence. Many problem solving and process improvement methodologies have been proposed and adopted by organisations, with DMAIC being the most widely used. The purpose of this paper is to present an empirical application of a modified version of DMAIC which enabled a world-class organisation to achieve an optimum reduction in the lead time of its aerospace engine assembly process.
Design/methodology/approach
The paper reviews the most commonly used problem solving and process improvement methodologies and specifically, DMAIC, its variations and limitations. Based on this, it presents define, measure, analyse, improve, review, control (DMAIRC). Finally, DMAIRC is empirically applied through a case study, in a world-class manufacturing organisation.
Findings
The results obtained from the case study indicate that DMAIRC is an effective alternative to achieve the maximum improvement potential of a process. In particular, DMAIRC helped the organisation studied to achieve a 30 percent reduction in the lead time of its engine assembly process.
Originality/value
The novel problem solving and process improvement methodology presented in this paper can be used by organisations to undertake a more effective improvement project by assuring that the maximum potential of their improvement initiatives and processes is achieved.
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Ben Marriott, Jose Arturo Garza‐Reyes, Horacio Soriano‐Meier and Jiju Antony
Several authors have proposed different approaches to help practitioners deal with the complexity of prioritising improvement projects and initiatives. However, these approaches…
Abstract
Purpose
Several authors have proposed different approaches to help practitioners deal with the complexity of prioritising improvement projects and initiatives. However, these approaches have been developed as “generic” methods which do not consider the specific needs, objectives and capabilities of different industries and organisations. The purpose of this paper is to present an integrated methodology that prioritises improvement projects or initiatives based on two key performance objectives, cost and quality, specifically important for low volume‐high integrity product manufacturers.
Design/methodology/approach
The paper reviews some of the most commonly used prioritisation methods and the theory and logic behind the proposed prioritisation methodology. Then, the prioritisation methodology is empirically tested, through a case study, in a world class manufacturing organisation.
Findings
The results obtained from the case study indicate that the integrated methodology proposed in this paper is an effective alternative for low volume‐high integrity products manufacturers to identify, select and justify improvement priorities.
Practical implications
Selection and prioritisation of projects and initiatives are key elements for the successful implementation of improvements. The integrated methodology presented in this paper intends to aid organisations in dealing with the complexity that is normally handled over the selection and prioritisation of feasible improvement projects.
Originality/value
This paper presents a novel methodology that integrates two commonly used approaches in industry, Process Activity Mapping (PAM) and Failure Mode and Effect Analysis (FMEA), to prioritise improvements. This methodology can help, in particular, organisations embarked in the manufacture of low volume‐high integrity products to take better decisions and align the focus of improvement efforts with their overall performance and strategic objectives.
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Jose Arturo Garza‐Reyes, Ilias Oraifige, Horacio Soriano‐Meier, Paul L. Forrester and Dani Harmanto
Continuous process flow is a prerequisite of lean systems as it helps to reduce throughput times, improve quality, minimize operational costs, and shorten delivery times. The…
Abstract
Purpose
Continuous process flow is a prerequisite of lean systems as it helps to reduce throughput times, improve quality, minimize operational costs, and shorten delivery times. The purpose of this paper is to empirically demonstrate the application of a methodology that combines a time‐based study, discrete‐event simulation and the trial and error method to enable a leaner process through more efficient line balancing and more effective flow for a park homes production process. This method is replicable across other contexts and industry settings.
Design/methodology/approach
The paper reviews the UK park homes production industry and, specifically, a major factory that builds these homes. It compares the factory method to traditional on‐site construction methods. An empirical study of production times was carried out to collect data in order to analyse the current workload distribution and the process flow performance of the park homes production process. Finally, seven discrete‐event simulation models were developed in order to test different scenarios and define the optimum line balance for every section of the production process.
Findings
By combining time study, discrete‐event simulation and trial and error methods, the workload distribution and process flow performance of the park homes production line were analysed and improved. A reduction of between 1.82 and 36.32 percent in balancing losses in some sections of the process was achieved.
Practical implications
This paper supports current knowledge on process flow improvement and line balancing by exploring and analysing these issues in a real‐life context. It can be used to guide production management practitioners in their selection of methods and demonstrates how they are exploited when seeking to improve process flow, efficiency and line balancing of production operations.
Originality/value
The study uses a real industrial application to demonstrate how the methodological combination and deployment of process flow improvement strategies, such as time study, simulation, and trial and error, can help organisations achieve process flow improvements and, as a consequence, a leaner production process.