Kevin Neailey

A Risk Register Database System to aid the management of project risk

Abstract This paper presents a Risk Register Database System, which incorporates a Risk Register and a Risk Assessment Tool which have been used to aid the management of project risk within an automotive company. The Risk Register is primarily a tool which has enabled the risks within a project to be documented and maintained irrespective of geographical location, and has provided the platform for the reduction and mitigation plans to be developed for the high level risks within the project. The Risk Assessment Tool uses the information documented within the Risk Register to enable the overall riskiness of a project to be reported on a regular basis and as such, track the effectiveness of utilising a Project Risk Management Methodology throughout the lifespan of a project.

UK health visiting: challenges faced during lean implementation

Purpose – The purpose of this paper is to present the challenges identified during a lean implementation in a health visiting service within a large primary care trust in NHS UK.Design/methodology/approach – Following a series of lean workshops a triangulated approach to data collection was adopted in order to determine the root cause of the challenges that were faced during this lean implementation. The three methods that were selected for qualitative analysis included semi‐structured interviews, document analysis and researcher participant observation.Findings – Six key challenges were identified from the data analysis. These were: high process variability; a lack of understanding of lean; poor communication and leadership; target focused; problems defining waste; and difficulty in determining who is the customer and what do they value?Practical implications – Although this particular lean implantation had limited success, the research has highlighted a number of challenges which would have to be addres...

A comparative study of six stage‐gate approaches to product development

Some companies to aid the product development process have implemented a stage‐gate framework, as a high‐level representation of the activities required. Such a framework allows the development process to be closely monitored and controlled, using stages of work and review gates. Six different companies have been examined to show the variations in representation. Each approach was compared to a generic four‐staged framework. Companies which are organised mainly in cross‐functional teams adhere strongly to the four stages, namely a low‐phased approach. However, companies organised with a strong functional structure tend to have more phases and gates within each stage, i.e. a high‐phased approach. These additional phases tend to be placed late in the product development process rather than at the start where their effect would be greater. A generic representation of the product development process applicable to various organisations and industrial sectors, provides an architecture for carrying out any busin...

From Individual Learning to Project Team Learning and Innovation: A Structured Approach.

An element frequently missing from organisations is that of team learning. While recognised as critical, attempts to capture and apply team learning often result in only partial success. This paper (based on work carried out within a major UK automotive manufacturer) explains a methodology for capturing team learning that brings together the contribution of individuals into a team context while maintaining a focus throughout the process on the need for innovative change.

A self-assessment tool for implementing concurrent engineering through change management

Abstract A review of various tools for assisting organisations to implement Concurrent Engineering (CE) found they tend to operate independently from each other, rather than being integrated to rigorously manage the change towards effective assessment and deployment. A new workbook style tool is proposed, which is based on a self-assessment model to enable the implementation of CE through a change management strategy. The combination of self-assessment and change management enables the simultaneous measurement and deployment of practices, which can assist organisations in the project management of product development, and lead to the identification of further improvements to rigorously manage the transition to CE. The new tool described was implemented at London Taxis International (a large sized UK based automotive company) and led to the creation of a formalised new product introduction process, implementation of a project management system, and enhanced teamworking at the company.

Lean implementation in primary care health visiting services in National Health Service UK

Background This paper presents the findings of a 13-month lean implementation in National Health Service (NHS) primary care health visiting services from May 2008 to June 2009. Method Lean was chosen for this study because of its reported success in other healthcare organisations. Value-stream mapping was utilised to map out essential tasks for the participating health visiting service. Stakeholder mapping was conducted to determine the links between all relevant stakeholders. Waste processes were then identified through discussions with these stakeholders, and a redesigned future state process map was produced. Quantitative data were provided through a 10-day time-and-motion study of a selected number of staff within the service. This was analysed to provide an indication of waste activity that could be removed from the system following planned improvements. Results The value-stream map demonstrated that there were 67 processes in the original health visiting service studied. Analysis revealed that 65% of these processes were waste and could be removed in the redesigned process map. The baseline time-and-motion data demonstrate that clinical staff performed on average 15% waste activities, and the administrative support staff performed 46% waste activities. Conclusion Opportunities for significant waste reduction have been identified during the study using the lean tools of value-stream mapping and a time-and-motion study. These opportunities include simplification of standard tasks, reduction in paperwork and standardisation of processes. Successful implementation of these improvements will free up resources within the organisation which can be redirected towards providing better direct care to patients.

A business process re-design methodology to support supply chain integration

Application of a BPR methodology to support supply chain integration.Re-design of an Airline MRO supply chain.Validation of the BPR methodology proposed to support supply chain integration. One of the challenges faced by organizations in the construction of Supply Chain Integration (SCI) is the re-design of business processes. Accordingly a detailed methodology was constructed based on the integration of a number of different methodological strands from the literature. The proposed BPR methodology was validated by applying it to an Airline Maintenance Repair and Overhaul (MRO) supply chain. This application lead to a re-design of the aircraft component repair services offered by an independent Airline MRO provider. Results from this application shows that the proposed methodology can clearly guide the re-design of business processes to support SCI.

The development of a model to support synchronous change

Purpose – This paper aims to present an investigation of the problems concerned with delivering a variety of differing change programmes in a logically structured, repeatable and measurable manner.Design/methodology/approach – Case studies were conducted on a selection of significantly different manufacturing facility programmes at GKN Aerospace where the output was a generic model more explicit and illustrative than previous approaches taken at the company.Findings – This paper supports the idea that a strategic and tactical planning process with transferable, common key issues, can be managed in an environment of rapid change. Furthermore, discreet tailoring of the model enables differentiation of each programme type to support a standardized, repeatable and synchronous approach to change management.Practical implications – This was achieved through the compilation of a single change management process termed the “5 × 5 Model” incorporating a multi‐site working document containing quantifiable, value‐ad...

Developing products in the global environment using digital technology - a case study

The design and build of new aircraft is now not feasible through one OEM. The need to use external design and build suppliers to ensure faster new product introduction is a key enabler. This extended design team poses significant problems for concurrent engineering particularly when defining the product in the early design phases. Collaborative tools need to be developed which enable designs to be shared and reviewed remotely. One such tool is the digital mock up that was used extensively in Airbus for the development of the A380 project. The digital mock up enables remote design houses to review their designs in context. However, to create a digital mock up suppliers need to be given a set of processes and tools which will reduce the barriers to concurrent engineering and enable effective sharing of design data.