Organizational Continuous Improvement Research Articles

Análise de uma cadeia de abastecimento do setor cerâmico: um olhar sobre os processos de negócios

Abstract Given the importance of structuring organizations in supply chains as a mechanism for competitiveness, as well as process management for the good operational performance of these chains, this article aims to map and analyze the business processes of a supply chain of the ceramic sector located in northeastern Brazil. To achieve the proposed objective, Lambert, Cooper, and Pagh’s (LCP) model of supply chain management is adopted, which comprises, within its analysis dimensions, the mapping of the dimensional structure of the chain, its processes, and management components. As a result, it was possible to characterize the configuration of the chain under analysis, highlighting the company's proximity focused on the upstream direction of the chain and, consequently, the complexity of the supply operations. Furthermore, based on the problems and inefficiencies identified during the mapping of the supply processes, this study proposes suggestions for changes and improvements to the ceramic sector's supply chain analyzed. By providing a detailed analysis of the dimensional structure of the chain, its processes, and managerial components, this article contributes to the continuous improvement of organizations by providing a practical discussion on the structuring of supply processes and emphasizing the importance of overcoming the identified inefficiencies.

Tackling upcoming projects: The development and efficacy of event previews an experimental study.

Traditional performance management systems are increasingly seen as ill-conceived for today's dynamic organizational landscape. Researchers and practitioners advocate for agile PM systems that emphasize continuous monitoring, learning, and feedback. We present the 'event preview', a novel approach that is designed to address several shortcomings of traditional performance management practices. Event previews consist of five fixed questions, which are discussed among team members before an event, instigating a detailed reflection and mental simulation of upcoming events or projects in order to achieve the desired outcomes. In doing so, event previews support teams to utilize their projects as learning opportunities. This study provides the theoretical basis for the event preview and empirically tests its effectiveness. A sample of 119 teams participated in the experiment in which they were asked to solve as many puzzles as possible within a fixed time frame. One condition conducted an event preview beforehand, the other condition did not. Our findings, which were based on a comparison of the averages of the two conditions, suggest that the event preview holds promise for improving team performance and communication. As such, the event preview presents an additional instrument to the changing performance management landscape. This simple practice can be incorporated in the performance management cycle, emphasizing adaptability and continuous improvement in organizations.

GAMBARAN BUDAYA KESELAMATAN PASIEN PADA PERAWAT DI RUMAH SAKIT X. BEKASI TAHUN 2022

The implementation of a culture of patient safety is crucial in hospitals so that patients do not experience unwanted or unexpected hazards during hospitalization. Hospital X. Bekasi has a quality unit, but incident reporting at Hospital X. Bekasi is not going well. This illustrates the implementation of a patient safety culture that is not running well. This study aims to look at the culture of patient safety among nurses in RSX. The year 2022 is seen in the 12 dimensions of the culture of patient safety, according to the Association for Health Care and Research Quality (AHRQ). This research uses a cross-sectional design. The population in this study is the nurse who directly serves the patient. A large sample in this study of 90 nurses was taken with total sampling techniques. The instrument used in this study is the Hospital Survey on Patient Safety Culture (HSOPSC), which has 12 dimensions. The results showed average positive responses from 12 dimensions of patient safety culture (62.5%), Higher Expectations and Action in Promoting Patient Safety (53.3%), Learning for Organizational Continuous Improvement (64.8%), Unit Collaboration (57.5%), Open Communication (61.1), Feedback and Communication on Errors (63.2%), Non-Positive Response (79.6%), Staffing (69.4%), Management Support Dimension for Patient Security (92.2%), Inter-Units Cooperation (64.4%), Overall Perception of Patients Safety (50.2%), Incident Reporting Frequency (50.7%) and Incident Reports Frequencies (50.7%). Hospital X. Bekasi is expected to continue and maintain patient safety programs, evaluate the number of existing staff, improve incident reporting motivation, and conduct comprehensive and periodic patient safety culture measurements.

Lean thinking and strategy deployment: adapting Hoshin Kanri and A3-based project prioritization in police services

PurposeThis paper aims to propose a methodology to support public managers' adaptation of the Hoshin Kanri (HK) strategy deployment approach in the context of lean thinking (LT), considering strategic alignment and consensus reaching when prioritizing a vital few of the organization's continuous improvement (CI) projects.Design/methodology/approachThe methodology incorporates the A3 problem-solving report into the HK approach to identify and outline CI projects. The priority and deployment of the projects are weighted by a composite score for impact and innovation using the Delphi method. The proposed methodology was applied in one Norwegian police district as part of action research.FindingsThe obtained results indicate that the proposed methodology provides an intuitive and systematic approach to weigh the importance and ensure alignment of CI projects with the organization's strategy and goals. Consequently, this minimizes the possibility of strategy deployment priorities being weighted by decision bias and siloed decision-making.Originality/valueThe literature on strategy deployment in the context of LT in police services is significantly limited and this study aids in fixing this gap. The adapted HK approach can support the implementation of LT as an integral part of a comprehensive strategic management system, thereby enabling knowledge sharing and exploration of the extendibility of implemented best practices and improvement ideas to problems arising across the organization.

Assessment of the management awareness of the use of LM methods and tools in the automotive industry

Purpose: The article presents the results of a survey on the use of methods and tools of the Lean Manufacturing (LM) concept by middle management in an automotive industry company in Poland. The conducted study will allow to assess the management's awareness in terms of knowledge of LM solutions, their use in everyday work, the impact of LM tools on improving the organization of production and occupational health and safety, and involvement in improvement projects. Knowledge, commitment, and support for employees are important factors in shaping the Lean culture in the company. The middle management, who manages the work in individual departments of this company, through appropriate attitudes and behavior builds the awareness of the entire team. The article ends with conclusions that can be treated as a form of guidance for top management to take improvement actions. Design/methodology/approach: The study of employees' awareness of the use of methods and tools of the LM concept was carried out using the survey method. The research group consisted of middle management in the automotive industry company in Poland (respondents indicated by top management). To achieve the assumed goal, a four-stage research methodology was developed. In the first stage, a questionnaire was developed, which concerned three areas: OSH, LM methods and tools, and implemented management systems. For the purposes of the study and the assumed goal, one research area was taken into account, related to the use of LM methods and tools and the awareness of the middle management staff in this area. In the second stage of the research, the research sample was characterized. In the third stage, the minimum number of respondents was determined (using the PQStat tool). In the fourth stage, the results obtained were analyzed and conclusions were formulated, which may serve as guidelines for managers responsible for continuous improvement of processes in this company. Findings: The conducted research made it possible to assess the awareness of the middle management regarding the use of LM solutions in the enterprise. The assessment of awareness was a subjective assessment resulting from the analysis of each survey question. Based on the conducted research, it was found that the vast majority of middle management has knowledge and high awareness in the field of continuous improvement, in the form of using the methods and tools of the LM concept in everyday work. Employees are aware of the impact of these solutions on various areas of activity (quality, safety, organization of production), engage in improvement projects, and identify and solve problems, but also see the difficulties associated with the implementation of LM methods and tools. The knowledge and awareness of middle management translate into the attitudes and behavior of production employees, which affects the culture of continuous improvement of the company. Based on the research results, areas requiring improvement were also identified. Research limitations/implications: The conducted survey research was limited to assessing the awareness of a specific group of respondents, i.e. middle management. The direction of further research should focus on assessing the awareness of production employees to obtain more complete information related to shaping the Lean culture in this company. Practical implications: The conducted research may provide important information for the management staff on the awareness of middle management in the application of solutions of the LM concept in this company. The research results also allow to identify areas requiring improvement actions. Social implications: The article discusses issues related to the awareness and involvement of employees that shape the culture of continuous improvement in organizations. Originality/value: The analysis of the literature for the years 2018-2023 showed that there is a research gap regarding the assessment of awareness of the LM concept among employees of automotive companies. Therefore, the article refers to the study of the awareness of middle management in the use of LM methods and tools in the automotive industry - in a large company in Poland. Keywords: management awareness, Lean Manufacturing, continuous improvement, Toyota culture, Lean culture. Category of the paper: research paper, case study.

A new master degree program in lean manufacturing technologies

Increasing productivity and operational effectiveness can be realized by professional managerial approach. The article considers the current lean manufacturing and production management education providers and find the necessary points for successful operation management realization. Also it is proposed the interaction between the university and industrial partners in order to build and update the education content, participate in the classes and enrich them with industrial cases and guarantee the future career for the students. Lean manufacturing education is based on DMAIC methodology and proper using of Quality Management methods for continuous improvement of organizations. This long-term program provides professional growth for the employees and build their improvement projects sustainable.

From Lean 5S to 7S Methodology Implementing Corporate Social Responsibility Concept

Introducing methodologies that promote innovation and continuous improvement in organizations is no longer optional; therefore, organizations are increasingly using methodologies based on Lean principles. Among them, the 6S tool stands out from the rest, commonly used to establish and maintain a high-quality environment, which it has capacity for due to its status as a kaizen process. Thus, this research seeks to evaluate the relationship between Corporate Social Responsibility and the Lean 6S tool and, in the end, create synergies between them in order to enhance the 6S tool’s capabilities. To achieve this, a literature review and analysis of Lean 6S and CSR were performed, and a survey was also proposed to further the understanding of the relationship. With the analyzed sample, it can be confirmed that a relationship exists between the level of implementation of Lean tools and the level of development of CSR policies; therefore, companies that have implemented Lean tools such as 6S are organizations concerned with sustainability, and the hypothesis that organizations that apply Lean also have a high implementation of CSR is validated. Future work should further develop this relationship so that sustainability is no longer considered as implicit in the application of Lean tools but rather as part of them. This research proposes to develop the 6S tool toward the 7S tool to facilitate the inclusion of a CSR policy in a procedural and simple way.

THE PRACTICE OF CONTINUOUS IMPROVEMENT BEHAVIOURS IN MANUFACTURING COMPANIES WITH ISO 9001

Continuous improvement gained much attention in the literature as one of the principles in total quality management and practice under methodologies such as Lean or Six Sigma. Continuous improvement in organizations represents a comprehensive process that includes involvement of all people on all organizational levels to make improvements throughout the whole organization. Therefore, building and sustaining the organizational CI capability through practicing the CI behaviours leads to achieving better efficiency, effectiveness and business results of the organization. Also applying CI behaviours leads to change in organizational culture which is, in the long run, oriented toward making every day continuous improvements. The purpose of this paper is to present which CI behaviours can be developed in organization and measured according to the Bessant's evolutionary model of continuous improvement behaviour. Also, the goal of the research is to present based on the conducted research, the state of CI practice regarding adopted CI behaviours which will be presented as the development level of CI behaviours that researched manufacturing companies in Croatia with ISO 9001 certificate, have. Keywords: continuous improvement behaviours, kaizen, model

Application of Balanced Scorecard for Continuous Improvement of Organizations and More Stable Social Development

The critical review of the evolution of the balanced scorecard model and the expansion of its application provide a solution to a key two-dimensional problem of managers from all sectors of social development related to the relationship between strategies and intangible assets. On the one hand, the strategic scorecard shows how the mobilization of human capital and the improvement of information resources increase the ability of modern organizations to generate value, and on the other hand the rethinking of strategic scorecards based on the development of organizational capital provides an opportunity for organizational actions to comply with new strategies that meet the high requirements of their informed and demanding customers. This way, the development of high integration and maximum coherence between the key intangible assets and the overall organizational activity, subordinated to the stated and necessary strategies would create conditions for continuous improvement of the organizations and more stable social development.

Using organizational performance assessment to improve service to the community

ABSTRACT In this paper, we present the results of a case study of an innovative organizational performance assessment approach implemented within a specialty unit of a large Canadian police service. The CIV Tool (Capability, Importance and Value) was used in the case study to identify opportunities for enhancing the unit’s performance. The CIV Tool is based on an action research methodology that focuses attention on police roles and the value these provide to stakeholders. Information garnered through the use of the CIV Tool is intended to inform actionable changes. Its use helped unit supervisors identify issues around role creep and role relevance. Working closely with team members, supervisors made changes to operating practices within the unit resulting in an increase in the services provided, a significant reduction in repeat calls for service and a positive response by unit members. These results were achieved within the existing budget and staffing levels at a time when the organization was experiencing significant budgetary challenges. These findings suggest that using the CIV Tool can provide important insights into police organizational performance that can be used for continuous organizational improvement which can enhance service delivery and employee engagement.

Identification, Selection and Prioritization of Key Performance Indicators for the Improvement of Occupational Health (Case Study: An Automotive Company).

Regarding the important role of occupational health in the continuous improvement of organizations, the aim of this study was to identify, select and prioritize key indicators for improvement of occupational health in an automotive company. This cross-sectional descriptive study was carried out in three stages. First, a semi-structured interview as well as an inspection and a review of the company's documentation and studies were carried out, and a set of key indicators were identified and selected. Then, the validity of the indicators were determined by experts (N = 11). Following that, the indicators were prioritized based on SMART criteria. Following the study framework, we collected a set of indicators that included 45 health indicators and 17 educational ones. The results of examining their content validity showed that among the 45 primary health indicators and 17 educational ones, 12 and 9 indicators had acceptable validity, respectively, and a total of 21 indicators were suggested for the purpose of the study by the expert team. The results of prioritizing showed that the leading indicator such as the percentage of corrective and preventive health actions done with the weight of 0.146 was the first priority. A set of key indicators was proposed according to the results, based on the objective of the study, which can help managers and industrial hygiene experts to assess performance in the automotive industry.

A Framework to Support the Process of Measurement of Customer’s Satisfaction According to ISO 9001

Each time more companies seek to differentiate themselves from their competitors. For this, they resort to company certification through standards such as ISO 9001 or EFQM. The quality norms permit business to improve process management and production and reduce the lack of knowledge. Therefore, the main objective of this research is to propose a framework to support the process of improving customer's satisfaction according to ISO 9001. To achieve the main objective, the methodology of the design science research process has been followed. First, the problems in the evaluation of customer's satisfaction required by ISO 9001 have been analysed. Second, an expert system has been developed to evaluate the process. To end, the system has been validated. The results suggest that this system facilitates continuous improvement in organizations, providing the customer's vision of the organization, and making possible the implementation of actions oriented to retain customers. This study presents important managerial implications. Insights from this research allow us to offer recommendations that can help practitioners and managers interested in the implementation of expert systems, to focus in quality processes that can increase the chances of a successful adoption.

Uso da análise bibliométrica nos anais do ENEGEP de 2008 a 2016

A análise bibliométrica vem se mostrando uma excelente ferramenta para o desenvolvimento de pesquisas acadêmicas, pois garante atualização com os avanços tecnológicos, sobretudo para busca de melhoria contínua das organizações. Na Engenharia de Produção, a bibliometria ainda é pouco explorada pelos seus pesquisadores, portanto, este artigo buscou levantar sobre como a bibliometria está inserida nos estudos da área da Engenharia de Produção a partir da análise dos artigos publicados no ENEGEP entre 2008 e 2016.Os principais resultados são: há um crescente volume de publicações nos últimos anos, o que sugere uma popularização da bibliometria no meio acadêmico; e há uso escasso de ferramentas computacionais no processamento e análise dos dados. Conclui-se que há uma perspectiva positiva em relação ao uso da bibliometria na Engenharia de Produção, porém uma análise sistêmica deve ser feita em conjunto com a bibliometria para garantir a qualidade das pesquisas.

Exploring the potential of a multi-level approach to improve capability for continuous organizational improvement and learning in a Swedish healthcare region

BackgroundEldercare and care of people with functional impairments is organized by the municipalities in Sweden. Improving care in these areas is complex, with multiple stakeholders and organizations. Appropriate strategies to develop capability for continuing organizational improvement and learning (COIL) are needed. The purpose of our study was to develop and pilot-test a flexible, multilevel approach for COIL capability building and to identify what it takes to achieve changes in key actors’ approaches to COIL. The approach, named “Sustainable Improvement and Development through Strategic and Systematic Approaches” (SIDSSA), was applied through an action-research and action-learning intervention.MethodsThe SIDSSA approach was tested in a regional research and development (R&D) unit, and in two municipalities handling care of the elderly and people with functional impairments. Our approach included a multilevel strategy, development loops of five flexible phases, and an action-learning loop. The approach was designed to support systems understanding, strategic focus, methodological practices, and change process knowledge - all of which required double-loop learning. Multiple qualitative methods, i.e., repeated interviews, process diaries, and documents, provided data for conventional content analyses.ResultsThe new approach was successfully tested on all cases and adopted and sustained by the R&D unit. Participants reported new insights and skills. The development loop facilitated a sense of coherence and control during uncertainty, improved planning and problem analysis, enhanced mapping of context and conditions, and supported problem-solving at both the individual and unit levels. The systems-level view and structured approach helped participants to explain, motivate, and implement change initiatives, especially after working more systematically with mapping, analyses, and goal setting.ConclusionsAn easily understood and generalizable model internalized by key organizational actors is an important step before more complex development models can be implemented. SIDSSA facilitated individual and group learning through action-learning and supported systems-level views and structured approaches across multiple organizational levels. Active involvement of diverse organizational functions and levels in the learning process was facilitated. However, the time frame was too short to fully test all aspects of the approach, specifically in reaching beyond the involved managers to front-line staff and patients.

Assessing Corporate Sustainability integration for corporate self-reflection

This article aims to shed light on mechanisms to integrate a strategy on Corporate Sustainability in companies. The analysis is based on a holistic method derived from organisation theory, organisational behaviour theory and strategic management theory. The process of integration into the organisational system is explored by analysing the coalescence of organisational continuous improvement, structure and culture. The coherent use of integration mechanisms is defined as key for a successful CS integration. The LEAPFROCS method is presented to capture the success of integration mechanisms and their application. The method is tested using empirical data from 2 case studies. The results of the data analysis – the patterns – were validated in discussion with company representatives. The results show that the process of CS integration is company-specific, as is the selection of patterns to create a self-reflection of companies on CS integration catalysing future corporate strategies for improving CS integration into the specific company’s organisational systems.

Sistema de gestión ISO 9001-2015: Técnicas y herramientas de ingenieria de calidad para su implementación

El presente artículo muestra una evolución de la calidad en función de la normatividad existente en busca de mejora de procesos, además, como las normas ISO 9000 impactan en el mejoramiento continuo de las organizaciones optimizando los productos ofrecidos al consumidor final. De igual forma el análisis de como la ingeniería de calidad realiza los aportes necesarios en la generación de técnicas y métodos de implementación para seguimiento y control de procesos basados en estadísticas y modelos matemáticos útiles para reducción de costos, reducción de tiempos y mejora de calidad de vida de los empleados, finalmente se realiza un interrelacionar de los requisitos de los que trata la norma ISO 9001:2015 y las herramientas que desde la perspectiva de la ingeniería de la Calidad se pudieran aplicar a fin de garantizar el éxito y sostenibilidad de un Sistema de Gestión Calidad en una organización ya sea de bienes o servicios.

Logistics services and Lean Six Sigma implementation: a case study

Purpose This paper aims to analyze the application of Lean Six Sigma (LSS) framework for supporting continuous improvement (CI) in logistics services. Both the lean philosophy and the Six Sigma methodology have become two of the most important initiatives for CI in organizations. The combination of both alternatives – LSS – brings significant benefits for companies applying this method, and its influence in logistics services can be relevant. Design/methodology/approach A case study on the logistics services of a large consumer electronics company is performed. In this sector, high quality in logistics services is crucial. Using within-case and cross-case analyses, the paper discusses the implementation of LSS in two internal logistics processes. Findings The paper identifies important implementation aspects when applying LSS to logistics services, such as CI structure, strategic analysis, cross-functional teams and process management. Furthermore, the paper discusses the potential in logistics services of the DMAIC (define, measure, analyze, improve and control) approach and tools such as value stream mapping, SIPOC (supplier, input, process, output, and customer) and process mapping. Practical implications The paper analyzes two logistics processes where LSS has been applied – a payment process and a request-to-ship process. The analysis of both processes offers relevant information about organizational implementation in a logistics services environment about process improvement and about the use of LSS tools. Originality/value First, this paper addresses the gap in literature about LSS and logistics’ activities. Furthermore, the case company, with more than 9,000 employees and distributing its products to more than 100 countries, constitutes a valuable source of information to obtain insights into the implications of implementing LSS in logistics services.

An empirical study for implementation of lean principles in Indian manufacturing industry

Purpose – Lean manufacturing (LM) principles are one of the alternatives to improve manufacturing productivity, quality and customer satisfaction in Indian manufacturing industry. The purpose of this paper is to find the implementation status of LM principles across Indian manufacturing organizations through the empirical survey methodology. Design/methodology/approach – The survey questionnaire was developed based upon literature review conducted on LM and also considered experts suggestion in the field of LM. The survey questionnaire was sent to 753 manufacturing organization located in India. The respondent organization details have gathered from the list of Confederation of Indian Industries directory for the year 2011.The selected respondents were production managers, quality managers, sales managers, maintenance managers, CEOs of the organization. The empirical survey collected 180 filled survey questionnaires from Indian manufacturing industries. Findings – The study clearly identified that many manufacturing organizations were in initial transition stage and concentrating mostly in-plant operations instead of collaboration in all levels of business with suppliers and customers. The present study found that drivers for implementation of LM were customer satisfaction and organizational continuous improvement program. The present study also found that barriers to implement LM principles were employee resistance, implementing few elements of LM principles instead of the complete package of LM framework, budget constraints and lack of understanding of LM principles to shop floor managers. Finally the study concluded that Indian manufacturing organizations have to conduct continuous learning programmed to improve understanding of LM principles as well as to maintain their motivation level in apex point. The study also suggested that a systematic LM framework is needs to Indian manufacturing organizations, which will act as clear cut guiding torch to the organization managers to implement LM principles across organization. Research limitations/implications – The sample size of the present study was moderate number than previous studies. However the study only concentrated on manufacturing organizations across India. The results of the present study cannot generalize across all the sectors of Indian organizations. Originality/value – The concept of LM was very popular among developed and developing countries in the world. Many research studies were performed across world to find the status of LM implementation in their countries. Very few research studies reported the status of LM implementation in Indian manufacturing industries and those studies also with limited focus of the status of LM implementation. Hence the study presented details status of LM principles implementation in Indian manufacturing industries.

An empirical analysis of construction organisations’ competitive strategies and performance

Purpose – The essence of strategy formulation is to assist an organisation obtain a strategic fit with its environment and help enhance organisational continuous improvement in achieving performance excellence. The purpose of this paper is to investigate the type of competitive strategies used by construction organisations in attaining their strategic goals in South Africa. Design/methodology/approach – The study employs an inductive research approach using a well-structured questionnaire to elicit information from large construction organisations based in South Africa. Findings – The research identifies five strategic attributes that could assist organisations to grow their businesses and enhance their returns. It reveals that all Porters’ generic competitive strategies are significantly related to organisational financial performance measures except focus strategy. The research found that three generic competitive strategies are positively related to non-financial performance and that differentiation and cost-leadership strategies are capable of assisting organisations’ achieve their financial performance goals. Practical implications – The study results will be of immense benefit to chief executive officers as well as managers of construction organisations in growing their businesses and enhancing their corporate performance. Originality/value – The paper contributes both theoretically and empirically to the current discussion and findings on competitive strategy and its relationship with organisational performance. The results presented in the paper have important implications for the implementation of competitive strategies in construction companies and future studies in the area of strategic management.

Introducing a new continuous improvement framework for increased organisational return on investment

Purpose– The purpose of this paper is to develop and validate a new framework for continuous improvement.Design/methodology/approach– The literature review on customer value and strategic quality provides the basis for the identification of a conceptual framework for continuous improvement. This conceptual framework is validated using the in-depth interview and the survey approach.Findings– The empirical study concluded that the new framework contains all the core components or forces of continuous improvement. These forces are customer value focused co-leadership, customer value focused strategic objectives, improvement specialists with people performance knowledge and improvement methodology. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. Overall, it is an effective framework that is easily understood and can be applied throughout any process led organisation. This is supported by the empirical data.Practical implications– This new framework can demonstrate to each organisational employee where they fit into the organisational continuous improvement strategy. This paper provides practitioners with a new validated continuous improvement framework that has application in all organisations that are involved in process customer value improvement. The researchers contend that this new framework can compliment existing continuous improvement frameworks.Originality/value– This paper develops and validates a new framework for continuous improvement. By adopting this framework, all process personnel can have a role to play in process improvement leading to increased organisational returns on investment. This is supported by the empirical data. Also, the authors contend that this framework embraces the systems thinking approach (Conti, 2010) or systemic approach as people interact with customers, processes, improvement methodologies and each other to drive customer value improvement. Consequently, this generates a need to take global view of the combined effect of all customer value improvement components. This systems thinking can feed into future research.