ESTABLISHING A SELECTION FRAMEWORK FOR A LEAN AND VALUE ENGINEERING HYBRID METHODOLOGY

Nosipho Philisiwe Gumede,Teresa Hattingh

doi:10.7166/31-4-2299

Abstract

The evolution of continuous improvement methodologies is evident in the formalisation of activities, their spread across disciplines, and the formation of hybrid methodologies. This study focuses on hybrid methodology formation, and specifically on lean and value engineering. It is proposed that hybrid methodologies be implemented using interchangeable use, concurrent use, and integrated use models; however, the literature does not provide distinct model definitions nor a formal framework to guide model selection. This study uses a systematic literature review to establish a model selection framework based on distinct model definitions. The aim of this framework is to support implementation and to create a standardised platform for future development, ultimately leading to improved and more sustainable success in implementation.

Highlights

1.1 Background and problem statement ‘Continuous improvement’ is defined as the advancement of organisational performance through a planned, organised, and systematic approach [1]
The review question is the research question for this study: ‘What framework can guide the selection of interchangeable, concurrent, or integrated use models in a Lean and value engineering (VE) hybrid methodology?’ Inclusion criteria: the document must be written in English: the content must include a discussion of both Lean and VE concepts; the content must include the proposal of a Lean and VE hybrid methodology; the proposal of a Lean and VE hybrid methodology must be based on a documented model generation logic that indicates model generation guiding principles
Twenty-four peer-reviewed and grey literature papers were selected for review. These were published by practitioners and academics between 1991 and 2017. The authors of these articles all recommended the integration of Lean and VE; they did so for different purposes, based on the requirements of various sectors, disciplines, and sizes of enterprise

Summary

Introduction

1.1 Background and problem statement ‘Continuous improvement’ is defined as the advancement of organisational performance through a planned, organised, and systematic approach [1]. The evolution of continuous improvement initiatives is evident in several ways, one of which is formalisation. The first evidence of continuous improvement initiatives dates back to the 1800s, when informal employee-driven improvements were encouraged and remunerated by management through reward schemes [2]. In the late 1800s these continuous improvement initiatives underwent a process of formalisation, when scientific methods were employed to solve production problems [3]. It was after World War II that the manufacturing industry pioneered two recognised continuous improvement methodologies Lean (the Toyota production system) and value engineering (VE) [4, 5]. The progression from the informal, small-scale employee-driven methods of the 1800s to today's distinguishable Lean and VE methodologies is evidence of the evolution of continuous improvement through formalisation

Objectives

Methods

Results

Conclusion