NEMAWASHI: Attaining Value Stream alignment within Complex Organizational Networks

In the process of value creation, organizations perform an intense intra-organizational dialog through which internal VS alignment is achieved towards certain strategic objectives. Within the context of complex organizational networks, were goal conflicts are preprogrammed through incentive structures, VS alignment as legitimation of action towards strategic goals has special interest. On the one hand it facilitates the access to necessary resources for goal achievement and on the other it increases the sustainability and supports commonly agreed upon decisions leading to success. This paper provides a winnerless process (WLP) differential equations model for quantifying intra-organizational value stream (VS) alignment dynamics that can help design sustainable lean management solutions. This paper presents ongoing research results that show how the model was implemented in one industrial facility.

Toimintolaskennan hyödyntäminen prosessijohtamisen tukena julkisen sektorin terveydenhuolto-organisaatiossa

Tämän tutkielman tavoitteena on tutkia toimintolaskennan ja toimintojohtamisen käyttöä sekä hyödyntämistä prosessijohtamisen tukena. Työssä keskitytään tarkastelemaan ilmiötä julkisen sektorin terveydenhuoltoalalla. Tutkielmassa sovelletaan kvalitatiivista eli laadullista tutkimusmenetelmää. Tutkielma koostuu kahdesta osasta. Teoriaosassa käsitellään alan kirjallisuutta tieteellisten artikkelien valossa. Empiriaosassa selvitettiin tutkittavan organisaation kustannus- ja toimintolaskennan hyödyntämisestä prosessijohtamisen tukena. Aineistonkeruu empiirisen osion osalta toteutettiin avoimina ja strukturoimattomina haastatteluina. Tutkielman tuloksina muodostui ymmärrys organisaation kustannuslaskennan nykytilanteesta ja hyödyntämismahdollisuuksista prosessienkehittämisessä. Kustannus- ja toimintolaskentaa hyödynnetään nykyisin pääasiassa hinnoittelupäätöksiin. Kustannustietoja ei systemaattisesti hyödynnetä prosessienkehittämisessä eikä arvioitaessa potentiaalisia kehitys- ja parannuskohteita. Toimintolaskennan erityispiirteet tukevat kuitenkin sitä, että toimintolaskenta sopii terveydenhuolto-organisaatioon kustannuslaskentamalliksi. Voidaan todeta kustannuslaskennan tukevan Lean- kehitystyön kohdentamista ja tuloksien arviointia.

Conception of a flexible integrator and lean model for integrated management systems

Management systems standards (MSSs) have developed in an unprecedented manner in the last few years. These MSS cover a wide array of different disciplines, aims and activities of organisations. Also, organisations are populated with an enormous diversity of independent management systems (MSs). An integrated management system (IMS) tends to integrate some or all components of the business. Maximising their integration in one coherent and efficient MS is increasingly a strategic priority and constitutes an opportunity for businesses to be more competitive and consequently, promote its sustainable success. Those organisations that are quicker and more efficient in their integration and continuous improvement will have a competitive advantage in obtaining sustainable value in our global and competitive business world. Several scholars have proposed various theoretical approaches regarding the integration of management sub-systems, leading to the conclusion that there is no common practice for all organisations as they encompass different characteristics. One other author shows that several tangible and intangible gains for organisations, as well as to their internal and external stakeholders, are achieved with the integration of the individual standardised MSs. The purpose of this work was to conceive a model, Flexible, Integrator and Lean for IMSs, according to ISO 9001 for quality; ISO 14001 for environment and OHSAS 18001 for occupational health and safety (IMS–QES), that can be adapted and progressively assimilate other MSs, such as, SA 8000/ISO 26000 for social accountability, ISO 31000 for risk management and ISO/IEC 27001 for information security management, among others. The IMS–QES model was designed in the real environment of an industrial Portuguese small and medium enterprise, that over the years has been adopting, gradually, in whole or in part, individual MSSs. The developed model is based on a preliminary investigation conducted through a questionnaire. The strategy and research methods have taken into consideration the case study. Among the main findings of the survey we highlight: the creation of added value for the business through the elimination of several organisational wastes; the integrated management of the sustainability components; the elimination of conflicts between independent MS; dialogue with the main stakeholders and commitment to their ongoing satisfaction and increased contribution to the company’s competitiveness; and greater valorisation and motivation of employees as a result of the expansion of their skill base, actions and responsibilities, with their consequent empowerment. A set of key performance indicators (KPIs) constitute the support, in a perspective of business excellence, to the follow up of the organisation’s progress towards the vision and achievement of the defined objectives in the context of each component of the IMS model. The conceived model had many phases and the one presented in this work is the last required for the integration of quality, environment, safety and others individual standardised MSs. Globally, the investigation results, by themselves, justified and prioritised the conception of an IMS–QES model, to be implemented at the company where the investigation was conducted, but also a generic model of an IMS, which may be more flexible, integrator and lean as possible, potentiating the efficiency, added value both in the present and, fundamentally, for future.

Estudo da implementação da filosofia Lean na indústria Portuguesa

A forte competitividade dos mercados a nível nacional e internacional tem levado muitas empresas a estudar métodos e técnicas de incremento à eliminação dos desperdícios, à redução de custos e tempos, ao aumento da qualidade e da flexibilidade, tendo a filosofia lean um papel crucial na prossecução destes objectivos. Desde os seus primórdios, a avaliação da implementação da filosofia lean no universo das empresas é uma questão de investigação na área de conhecimento da gestão industrial. Embora a nível individual as diferentes empresas possam quantificar e avaliar os resultados da aplicação do lean, a grande dificuldade surge quando se pretende obter uma comparação por sector ou tipo de actividade económica. Existem países onde a prática do lean tem sido prioritária e as empresas ocupam a vanguarda nesta área de conhecimento. No entanto, em Portugal, existe uma clara dificuldade em se determinar até que ponto o tecido empresarial português assimilou esta filosofia e que resultados têm obtido com a prática do lean. Este trabalho apresenta um estudo realizado a partir de um inquérito, obtido através de um questionário on-line, às empresas que operam em Portugal de forma a estudar e analisar o estado actual do lean em Portugal e antever tendências futuras numa perspectiva de evolução da aplicação desta metodologia de gestão de processos produtivos. Em resultado deste estudo foi possível identificar quais são os grandes obstáculos à introdução do lean, áreas em que se observou sucesso ou menor impacto e quais as ferramentas e técnicas mais usadas por sector. Como resultado deste estudo é convicção do autor que foi possível obter uma fotografia abrangente do actual estado de implementação do lean e desta forma caracterizar as áreas que seguem na vanguarda da implementação do lean, e as áreas que ainda apresentam um desenvolvimento incipiente. Desta forma parece ao autor que o presente estudo apresenta grande utilidade para o mundo académico bem como para o tecido empresarial português.

Lean learning academy: an innovative framework for lean manufacturing training

Worldwide competitiveness poses enormous challenges on managers, demanding a continuous quest to increase rationality in the use of resources. As a management philosophy, Lean Manufacturing focuses on the elimination of activities that do not create any type of value and therefore are considered waste. For companies to successfully implement the Lean Manufacturing philosophy it is crucial that the human resources of the organization have the necessary training, for which proper tools are required. At the same time, higher education institutions need innovative tools to increase the attractiveness of engineering curricula and develop a higher level of knowledge among students, improving their employability. This paper describes how Lean Learning Academy, an international collaboration project between five EU universities and five companies, from SME to Multinational/Global companies, developed and applied an innovative training programme for Engineers on Lean Manufacturing, a successful alternative to the traditional teaching methods in engineering courses.

Desenvolvimento de um jogo de simulação do sistema de produção Lean ferramentas: balanceamento da linha, VSM e SMED

Uma grande parte do tempo de uma organização é despendida em atividades que não criam qualquer tipo de valor. Este tipo de atividades são consideradas como desperdícios, pois consomem recursos e tempo, como é o caso de deslocações, controlos, ajustes, armazenamento de materiais, resolução de problemas, entre tantos outros, levando a um elevado custo dos produtos disponibilizados. Em 1996 a designação de Lean Thinking foi usada, pela primeira vez, por Womack e Jones, onde é falada como uma filosofia de gestão, que tem como principal objetivo reduzir os desperdícios num processo produtivo. Reduzindo os desperdícios aumenta-se a qualidade e diminui-se os tempos de processamento e, consequentemente, os custos de produção. É nesta base que assenta o documento aqui presente, que tem o objetivo de criar e desenvolver um jogo de simulação onde seja possível aplicar várias ferramentas Lean. O jogo de simulação é uma continuação de uma pesquisa e estudo teórico de um aluno de erasmus e faz parte de um projeto internacional do Lean Learning Academy (LLA). Criou-se um processo produtivo de montagem de canetas que fosse o mais semelhante ao que se encontram nas empresas, com todos os acessórios para o pleno funcionamento da simulação, como é o caso de instruções de montagem, procedimentos de controlo e ordens de produção, para assim posteriormente ser possível analisar os dados e as dificuldades encontradas, de modo a aplicar-se as ferramentas Lean. Apesar de serem abordadas várias ferramentas Lean neste trabalho, foram trabalhadas mais detalhadamente as seguintes: - Value Stream Mapping (VSM); - Single Minute Exchange of Dies (SMED); - Balanceamento da linha. De modo a ser percetível o conteúdo e as vantagens das três ferramentas Lean mencionadas no trabalho, estas foram aplicadas e simuladas, de forma a existir uma componente prática no seu estudo, para mais fácil compreensão e rápida aprendizagem.

Lean and quality management integration: improvement program implementation in a service company

Lean Thinking is an important pillar in the success of any program of continuous improvement process. Its tools are useful means in the analysis, control and organization of important data for correct decision making in organizations. This project had as main objective the design of a program of quality improvement in Eurico Ferreira, S.A., based on the evaluation of customer satisfaction and the implementation of 5S. Subsequently, we have selected which business area of the company to address. After the selection, there was an initial diagnostic procedure, identifying the various points of improvement to which some tools of Lean Thinking have been applied, in particular Value Stream Mapping and 5S methodology. With the first, we were able to map the current state of the process in which all stakeholders were represented as well as the flow of materials and information throughout the process. The 5S methodology allowed to act on the wastage, identifying and implementing various process improvements.

An information model for lean, agile, resilient and green supply chain management

Dissertação para a obtenção de Grau de Mestre em Engenharia e Gestão Industrial

Aplicação da Abordagem Kaizen Lean no Departamento de Logística no HGSA

O presente relatório de Dissertação surge no âmbito da unidade curricular Dissertação/Projeto/Estágio do 2º ano do Mestrado em Engenharia Mecânica – Ramo Gestão Industrial do Instituto Superior de Engenharia do Porto. O objetivo principal do projeto foi a aplicação das metodologias Kaizen-Lean no departamento de logística do Hospital Geral de Santo António, tendo em vista a melhoria contínua nestas duas áreas distintas: - gestão do produto farmacêutico, desde que é identificada a sua necessidade no armazém central até à reposição pelo fornecedor e respetiva distribuição e entrega nos serviços clínicos utilizadores. Aqui estão também incluídos os processos de negociação e encomenda. - gestão do serviço de transportes incluindo os transportes de doentes, produtos e profissionais de saúde. Este projeto surgiu no seguimento de projetos anteriores desenvolvidos pelo Kaizen Institute Portugal, empresa de consultoria de melhoria contínua, no Centro Hospitalar do Porto – Hospital Geral de Santo António. Durante o trabalho recorreu-se à aplicação de ferramentas Kaizen Lean nomeadamente metodologias e ferramentas associadas ao TFM – Total Flow Management e ao TSM – Total Service Management, ferramentas estas integradas no Kaizen Management System. De salientar também a aplicação do Kaizen Change Management, com uma componente muito forte de aplicação do Kaizen Diário. O resultado final da aplicação destas ferramentas resultou na concretização dos objectivos traçados que foram propostos. Tais como o desenvolvimento de uma cultura de melhoria contínua nas equipas de trabalho, organização dos postos de trabalho e redução dos stocks nos produtos farmacêuticos do Armazém de Produtos Farmacêuticos (APF).

Lean, agile, resilient and green supply chain management interoperability assessment methodology

Dissertação para obtenção de grau de Mestre em Engenharia e Gestão Industrial (MEGI)

BIM-lean synergies in the management on MEP works in public facilities of intensive use – a case study

21st Annual Conference of the International Group for Lean Construction – IGLC 21 – Fortaleza, Brazil

A simulation model for lean, agile, resilient and green supply chain management: practices and interoperability assessment

Dissertação para obtenção do Grau de Mestre em Engenharia e Gestão Industrial

Lean, Six Sigma ja Total Welding Management hitsaavassa verkostossa

Diplomityössä tarkastellaan hitsaavan verkoston laadunhallintaa ja siinä ilmeneviä erilaisia ongelmakohtia. Tämän lisäksi työssä tarkastellaan kolmen eri laatutyökalun Lean, Six Sigma ja Total Welding Management soveltamista hitsaavan verkoston laadunhallinnassa. Teoriaosassa käsitellään sekä yleisesti että hitsauksen osalta laatua ja laadunhallintaa, sekä edellä mainittuja laatutyökaluja. Tutkimusosaan tietoja hitsaavista verkostoista kerättiin kaikkiaan kolmesta eri verkostosta. Näiden kerättyjen tietojen pohjalta tarkasteltiin valittujen laatutyökalujen soveltuvuutta verkostomaiseen käyttöön. Verkostoitunut toiminta aiheuttaa monia uusia haasteita yritysten laadunhallinnalle verrattuna yksittäisiin hitsaaviin yrityksiin. Suurimpia tutkimuksessa havaittuja ongelmakohtia ovat suunnittelun ja valmistuksen yhteistyön erilaiset puutteet, laatutasoon ja sen varmistukseen liittyvät asiat, sekä verkoston sisälle syntyvä niin sanottu hiljainen tieto ja sen häviäminen. Tutkimuksen tarkastelujen perusteella havaittiin, että kaikkien tutkimukseen valitun kolmen laatutyökalun soveltaminen myös verkostomaisessa toiminnassa on mahdollista, mutta se vaatii huomattavasti suurempaa työpanosta kuin soveltaminen yksittäisessä yrityksessä. Myös näiden kaikkien kolmen työkalun yhtä aikainen käyttö on mahdollista. Juuri oikean työkalun valitseminen kullekin hitsaavalle verkostolle vaatii tarkkaa perehtymistä verkostoon ja sen tilanteeseen.

Lean daily management, visual management and continuous improvement

This thesis was part of lean adaptation project started at Outotec Lappeenranta factory in early 2013. The purpose of this thesis was to develop and propose lean tools that could be used in daily management, visual management and continuous improvement. This thesis was “outsiders” view, and as such, did not study the current processes deeply. As result of this thesis, two different Daily Management -boards were designed, one for parallel processes and one for sequential processes. In addition, methods of doing continuous improvement and daily task accountability were framed and standard work for the leaders outlined. The tools presented in this thesis are general tools which support work in lean environment. They are visual and, if used correctly, they provide a basis from which continuous improvement can be done. Lean philosophy emphasizes the deep understanding of the current situation and it would be against the lean principles to blindly implement anything developed “on the outside”. The tools presented should be reviewed and modified further by the people working on the factory floor.

Excelling in procurement : IT Contract Management with Lean and Six Sigma. Case study on legacy contract management at Philips Global IT.

Few people see both opportunities and threats coming from IT legacy in current world. On one hand, effective legacy management can bring substantial hard savings and smooth transition to the desired future state. On the other hand, its mismanagement contributes to serious operational business risks, as old systems are not as reliable as it is required by the business users. This thesis offers one perspective of dealing with IT legacy – through effective contract management, as a component towards achieving Procurement Excellence in IT, thus bridging IT delivery departments, IT procurement, business units, and suppliers. It developed a model for assessing the impact of improvements on contract management process and set of tools and advices with regards to analysis and improvement actions. The thesis conducted case study to present and justify the implementation of Lean Six Sigma in IT legacy contract management environment. Lean Six Sigma proved to be successful and this thesis presents and discusses all the steps necessary, and pitfalls to avoid, to achieve breakthrough improvement in IT contract management process performance. For the IT legacy contract management process two improvements require special attention and can be easily copied to any organization. First is the issue of diluted contract ownership that stops all the improvements, as people do not know who is responsible for performing those actions. Second is the contract management performance evaluation tool, which can be used for monitoring, identifying outlying contracts and opportunities for improvements in the process. The study resulted in a valuable insight on the benefits of applying Lean Six Sigma to improve IT legacy contract management, as well as on how Lean Six Sigma can be applied in IT environment. Managerial implications are discussed. It is concluded that the use of data-driven Lean Six Sigma methodology for improving the existing IT contract management processes is a significant addition to the existing best practices in contract management.