Chinweike I. Eseonu

A Conceptual Map of the Lean Nomenclature: Comparing Expert Classification to the Lean Literature

Abstract Although the implementation of lean can yield improvements in organizational performance, the literature suggests that most organizations are unable to effectively sustain the results from lean implementation efforts. The lack of clarity related to lean concepts may be a cause of unsuccessful implementation. In this work, we seek to clarify conceptual ambiguity in the lean nomenclature. Using an extensive literature review, we document lean principles, practices, and performance measures. Results from a survey of lean experts were used to investigate the relationship between lean principles and practices. Findings from the literature and from the expert survey were synthesized to develop a visual representation of the lean nomenclature. This conceptual map is intended to aid practitioners by increasing clarity of important lean concepts and thus, the probability of successful implementation.

Development of a Framework for Evaluating Continuous Improvement Training Within the Context of Enterprise Transformation

Many organizations fail in their efforts to create a culture of continuous improvement. For many manufacturing organizations, lean is one vehicle used to create a culture of continuous improvement. However, according to a 2007 survey of organizations attempting to introduce lean conducted by Industry Weekly, the rate of failure is above 70%, due to piecemeal adoption, lack of employee buy-in, and deficient continuous improvement strategies. Effective training is one mechanism available to organizations to create a comprehensive approach for creating a culture of continuous improvement. Effective training can be used to increase employee buy-in and to create a unified understanding of continuous improvement tools and strategies among employees. This article details a study to identify determinants of training effectiveness at a steel manufacturing company in the early stages of lean implementation. Time, resources, and communication were identified as the primary determinants of training effectiveness and efficiency in this organization. To extend the applicability of these findings, the results from this study were placed within a larger context of enterprise transformation and used to specify a framework for enterprise transformation that can assist organizational leaders in designing training programs and to increase the likelihood of success in their efforts to create a culture of continuous improvement.

What drives continuous improvement project success in healthcare

Purpose The purpose of this paper is to present findings from a study of factors that affect continuous improvement (CI) project success in hospitals. Design/methodology/approach Quantitative regression analysis was performed on Likert scale survey responses. Qualitative thematic analysis was performed on open-ended survey responses and written reports on CI projects. Findings The paper identifies managerial and employee factors that affect project success. These factors include managerial support, communication, and affective commitment. Affective commitment is the extent to which employees perceive the change as being needed or necessary. Practical implications The results highlight how managerial decisions, approaches to communication - including communication before, during and after CI projects affect project success. The results also show that success depends on the way employees perceive proposed changes. This suggests the need for a more individualized approach to CI, lean, and broader change initiatives. Originality/value This research is the first to fuse project success and sustainability theory to CI projects, beyond Kaizen events, in healthcare environments. The research is particularly important at a time when healthcare organizations are required to make rapid changes with limited resources as they work toward outcome-based assessment and reimbursement rules.

A cause-effect strategy map for lean process transformation

Lean process improvement has revolutionised complex global manufacturing, automotive, and healthcare systems, along with many others; however, there is a high rate of failure among organisations that attempt to implement lean. Research suggests, poor lean implementation strategy and misunderstanding of lean are root causes of lean implementation failure. This study is focused on reducing the rate of lean implementation failure by identifying causal relationships that drive successful lean implementation. The decision making trial evaluation laboratory method (DEMATEL) is used to determine cause-effect relationships. Data is collected through a survey of lean practitioners, researchers, and a review of the lean literature. The resulting strategy map is a guide for principle-driven lean implementation.

A Heat Transfer Model for Policy Diffusion

Abstract: Government policy affects the competitiveness of engineering companies; however, the literature describes a landscape in which technical professionals are largely absent from the policy-making process, resulting in sub-optimal policy outcomes and compromised competitive stances. This article describes ongoing efforts to derive a framework for policy decision-making by engineering managers. The framework is based on the principles of heat and mass transfer. Specifically, models of heat transfer – conduction, convection and radiation – in the physical sciences, are used to describe policy transfer scenarios. An initial comparison of the model for conduction is made with the innovativeness model from public policy research, in the context of policy diffusion among U.S. states. We highlight limitations in the current model, the need for additional data, and the potential for improved specification in diffusion research.

Technology Policy for Promoting Environmental Sustainability in SMEs: Issues and Considerations for Effective Implementation

Small and medium enterprises (SMEs) represent over 90 % of the companies in the world. As well, the vast majority of persons employed work in SMEs. Most laws, regulations, and standards are targeted toward and implemented by larger firms. In order to promote global sustainability, policies need to be adapted for smaller entities. This work summarizes an assessment on environmental sustainability in SMEs in a rural region of the United States, which identified barriers to and promoters of environmental sustainability, including how sustainability and green initiatives are interpreted by small business owners. This work also summarizes a model for effectively adapting technology policy and practices to promote (or impede) particular technical practices and policies. A discussion of how this assessment and model can be integrated in the context of promoting sustainability among SMEs in a developing country of Morocco is presented. Finally, the implications for promoting the effective management and perception of sustainability in the world’s SMEs are presented and discussed.