Jorge Luis García-Alcaraz

System Dynamics Modeling and TRIZ: A Practical Approach for Inventive Problem Solving

The application of the theory of inventive problem solving (TRIZ) to face complex problems in the current scientific and industrial environment is an active research field. The TRIZ capacity to produce valuable technological solutions is an attractive resource to impel the innovation process and technical performance. The intensification of the research effort has unveiled new paths for proposing more efficient problem-solving tools and techniques. Among these opportunities, two are crucial in this chapter: the TRIZ limitation to observe the progression of an inventive problem in time and the difficulty that any solver faces when the system under analysis contains several interrelated problems. Nonetheless, there is an approach that analyzes a system through time and that offers some tools for modeling and simulating the different system states: system dynamics modeling. The system dynamics (SD) approach analyzes the nonlinear behavior of complex systems over time. SD is a computer-aided approach with a large extent of application domains, practically in any complex system—social, managerial, economic, or natural—defined by a set of interdependence relationships, a flow of information, and effects of causality. Hence, SD can produce useful information within a problem network and create, in combination with TRIZ, a synergy to solve inventive problems.

Kaizen Control Phase Models: Activities and Benefits

Through the past chapters, we have discussed Kaizen implementation in its three phases—planning, execution, and control—and its impact on different Kaizen benefits (economic, competitive, and for human resources). Likewise, while Chap. 11 has assessed the impact of the Kaizen planning phase (and activities) on these benefits, Chap. 12 focused on the relationship between Kaizen execution phase (and activities) and the same Kaizen advantages. Therefore, in this last chapter, we still propose three structural equation models. However, they assess the impact of the Kaizen control phase on Kaizen benefits obtained by Mexican manufacturing companies. As in Chaps. 11 and 12, the first two models include latent variables associated with Kaizen control activities, whilst the third model integrates these latent variables into a single one.

Descriptive Analysis of Items: Kaizen Execution Phase

This phase comprises 24 activities. As in the previous stage, they are analyzed to know their corresponding measurements of central tendency and dispersion (the median and the interquartile range, respectively).

Kaizen and Lean Manufacturing

The purpose of this chapter is to provide the reader a series of important concepts that facilitate the comprehension of this book. We start with the concept and origins of lean manufacturing (LM), as well as its main tools used in the production lines. Then, we address Kaizen as of the foundations of the LM philosophy.

Descriptive Analysis of Kaizen Benefits

Previous chapters have addressed the activities or critical success factors that must be carried out for successful Kaizen implementation. As a consequence of such activities, companies obtain numerous benefits in terms of profits, competitiveness, and for their human resources. All these advantages are described in this chapter.

Kaizen Planning Phase Models: Activities and Benefits

In this chapter, we propose three structural equation models to define the relationships between Kaizen activities at the planning phase and its benefits. To achieve this, several hypotheses are proposed and statistically validated in order to relate latent variables discussed in the previous chapters.

Kaizen Execution Phase Models: Activities and Benefits

In this chapter, we present three structural equation models to study the impact of the Kaizen execution phase on the company benefits.

Descriptive Analysis of Items: Kaizen Control Phase

In this chapter, we discuss 12 activities for successful Kaizen control. Table 8.1 lists such activities based on data gathered from survey participants. n n nTable 8.1 nDescriptive analysis of items—Kaizen control phase n n n n nBenefit n nPercentiles n nIQR n n n25th n n50th n n75th n n nThe company has security programs n n3.340 n n4.275 n n4.950 n n1.611 n n nProcesses are standardized and measured n n3.393 n n4.267 n n4.916 n n1.523 n n nManagers are committed until the end n n3.278 n n4.171 n n4.843 n n1.565 n n nForms and/or control records are used to assess activities performance n n3.236 n n4.157 n n4.848 n n1.612 n n nPending issues are documented and monitored n n3.222 n n4.125 n n4.823 n n1.601 n n nInterdepartmental communication n n3.219 n n4.101 n n4.835 n n1.523 n n nProgress toward the objectives is continuously measured n n3.213 n n4.097 n n4.807 n n1.594 n n nThe company has an organizational structure to detect failures n n3.092 n n4.035 n n4.777 n n1.685 n n nThe company applies appropriate control and monitoring techniques n n3.031 n n3.909 n n4.699 n n1.668 n n nManagers inform operators of their work performance n n3.018 n n3.878 n n4.672 n n1.654 n n nEnhancers take Kaizen philosophy to the level sought n n2.796 n n3.780 n n4.618 n n1.822 n n nValue chains are mapped n n2.568 n n3.680 n n4.576 n n2.008 n n nEmployees are interviewed to identify their needs n n2.550 n n3.640 n n4.560 n n2.010

Validation of Variables

Before constructing the structural equation model, latent variables and their items (Kaizen activities and benefits) must undergo a validation process. As discussed in Chapter 3, Kaizen implementation has been divided into three phases, each one of them containing specific and critical activities. These activities—also named items or variables—are in turn included into categories known as latent variables. Such integration method has been employed according to previous research that we have carried out (Garcia et al. 2014a; Garcia et al. 2013a).

Descriptive Analysis of Items: Kaizen Planning Stage

As previously mentioned in Chap. 4, Kaizen implementation is divided into three stages: planning, execution, and control. This chapter addresses the descriptive analysis of the 14 survey items reported at the planning stage. Measures of central tendency and deviation are also presented to discuss the frequency at which Kaizen planning activities are carried out in the manufacturing companies of Ciudad Juarez.