V. Cruz Machado

Lean tools and lean transformation process in health care

Abstract This paper describes 24 case studies concerning lean transformation in health care systems; the cases were analyzed on used lean tools and described lean transformation processes. All the mentioned lean transformation processes were analyzed regarding the common and most important steps. The universal standard process was then created by synthesizing them. Steps and content of this transformation process are proposed and explained. A final purpose of this paper is to discuss lean tools in health care systems and how a standard lean transformation process can be designed regarding best-practices.

Toward a resilient Supply Chain with supply disturbances

The Supply Chain (SC) environment is changing. The SC entities exhibit ever increasing levels of complexity and are adopting new philosophies and management practices with the objective of increasing levels of competitiveness. In recent years there has been an increase in the likelihood of disturbances that affect the normal operation of the SCs. These disturbances can negatively affect the SCs, making them vulnerable and reducing their competitiveness, which is a critical factor to the success of organizations/SCs. Therefore, it is fundamental that SCs become resilient to disturbances. Managers must identify the likelihood of the occurrence and severity of disturbances, and take appropriate measures (implement management strategies) to respond to each disturbance, thereby reducing the negative effects of such disturbances on the SC. In this paper we will discuss proactive and reactive management strategies that can be adopted by the SC to make it resilient to disturbances at the supply side.

Manufacturing paradigms in Supply Chain Management

Abstract This paper intends to determine whether the lean, agile, resilient and green paradigms are applied and combined in the actual environment of supply-chain management. A structured literature review on the state of the art was carried out, thus providing a comprehensive understanding on supply-chain management. A classification scheme of supply-chain paradigms was developed where five databases were used to find how these paradigms were being integrated. The research developed provided the confirmation that papers combining more than two paradigms were rare. To date, academicians have not studied the merging of these paradigms in supply-chain management at significant depth.

Green and lean implementation: an assessment in the automotive industry

Purpose The purpose of this research work is to propose an assessment framework to evaluate businesses in terms of the implementation of a green and lean organization’s supply chain. Design/methodology/approach A conceptual framework was developed for the assessment of green and lean implementation. The framework was designed using key criteria to identify green and lean initiatives. This led to the development of guidelines for each criterion, and the development of a scoring method. A multiple case study of five different organizations in the automotive industry was conducted to validate the conceptual framework. Findings The study reveals that high scores are derived from a good interaction between green and lean implementation in these companies. The results confirm that the initiatives considered in the conceptual framework were appropriate to represent the green and lean assessment framework. Research limitations/implications The case study was developed in five organizations. Validation of the model is not based on quantitative techniques. The sample size is too small. More study is need in different industry sectors. Practical implications The proposed model can be the basis for further research on green and lean concepts, contributing to the understanding of green and lean implementation. With this assessment method, managers can evaluate their business in relation to the implementation of green and lean supply chain initiatives. Originality/value To the author’s knowledge, this paper is the first to provide an assessment framework to evaluate an organization’s supply chain in terms of green and lean implementation.

Integration of human factors principles in LARG organizations – a conceptual model

Nowadays many companies are undergoing organizational transformations in order to meet the changing market demands. Thus, in order to become more competitive, supply chains (SC) are adopting new management paradigms to improve SC performance: lean, agile, resilient and green (LARG paradigms). The implementation of new production paradigms demands particular care with the issues related with Human Factors to avoid health and safety problems to workers and losses to companies. Thus, the successful introduction of these new production paradigms depends among others on a Human Factors oriented approach. This work presents a conceptual framework that allows integrating ergonomic and safety design principles during the different implementation phases of lean, agile, resilient and green practices.

Strategic logistics: Re-designing companies in accordance with Lean Principles

Abstract This paper attempts to show how Lean Thinking and Strategic Logistics concepts applied to Organization’s design and structure can result on an effective and efficient approach. A Strategic Logistics organization model was developed, in accordance with Lean Thinking principles. A pilot project was implemented in a small group of SME’s and now it is being prepared to be implemented in a technological park. The model addresses a simplified organization structure with two branches or dimensions - Logistics and Mission - based on Business Process Management (BPM) and Activity Based Cost and Management (ABCM); it eases the outsourcing of non-nuclear activities and establishes a proper framework to increase the focus on organization’s core business. With this approach considerable advantages are expected to be achieved, such as fewer activities, less processes, less people and less costs. In addition, higher service level, effectiveness, efficiency, more flexible organization, and a better image are expected. The innovation work related to this paper is an attempt to implement Lean Principles at a superior level of the organization: the organization design level.

Value streams based strategy: modeling for lean management performance

Abstract This paper seeks to present a methodology to assess performance and to provide management decision support. A “management by value streams” model was developed to assess company performance. It was implemented to support decision-making at an industrial company. The idea behind the model is that products or services should continually flow in the organization, as values streams. The model includes a set of metrics to measure the level of achievements versus previous established organization strategic objectives. The approach aims to promote the spirit of continuous improvement and collaboration, breaking the individual and segmented logic of the traditional distribution of work. The model leads to the definition of two integrated performance indicators: the Process Sustainability Index and the Organization Performance Index. These indicators provide an analysis on the level of performance of existing value streams, as well as on the organization, as a whole. This analysis will contribute to identify new improvement opportunities. The paper concludes that the model helps the implementation process of the organization strategy deployment: it works as an invaluable tool to act and to promote communication at the several organization levels.

A fuzzy expert system model to deal with supply chain disturbances

A fuzzy expert system methodology is proposed, based on the combination of bow-tie diagrams and fuzzy set theory. It was designed to support the management of supply-chain (SC) disturbances. Such disturbances are understood as risks to the SC. This methodology includes a phased process starting with the analysis of potential disturbances using cause-and-effect diagrams, followed by a bow-tie analysis relating disturbances, causes, barriers and consequences, used to derive fuzzy rules applied in the SC risk assessment, and ending with advice on mitigating measures to control the consequences of disturbances. The evaluation of the methodology based on scenarios offered promising results about its capabilities.

The resilience paradigm in the supply chain management: A case study

Supply chains are facing numerous changes that are contributing to increasing their complexity and vulnerability to disturbances. To survive, supply chains must be resilient. However, the specificities of each supply chain allied to the uncertainty environment in which they operate, do not allow to determine, with advance, which is the most appropriate strategy to mitigate the negative effects of a likely disturbance. To understand how some management strategies improve supply chain resilience to a disturbance, and how they influence supply chain performance, scenario analysis was used. A case study related to a Portuguese automotive supply chain is presented. Two strategies widely used to mitigate disturbance effects on supply chains were considered and six scenarios were designed. The scenarios differ in terms of presence or absence of a disturbance and a mitigation strategy. To evaluate the scenarios designed, two key performance measurements were defined.

Identifying vulnerabilities in the supply chain

The supply chains environment is changing, and organizations are facing pressures, which means that vulnerability to disturbances is increasing. In this context, it is crucial for supply chain (SC) survival that managers identify the vulnerability of SCs to disturbance in a proactive manner. A fundamental prerequisite for identifying SC vulnerabilities is an understanding of the network that connects a business to its suppliers and to its customers. Therefore, to achieve this objective, SC mapping needs to be performed. After that, it will be possible to identify the vulnerability of the SC to disturbances, and to define strategic or operational policies to reduce the effects of these disturbances on the SC. The main purpose of this paper is to show that the mapping of the SC allows identify the specific vulnerabilities of a SC to disturbances. An illustrative case study is developed. The mapping process is performed using Value Stream Mapping.