China
Africa
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Business Improvement through Innovation in Construction Firms: The ‘Excellence’ Approach
Published in Ben Obinero Uwakweh, Issam A. Minkarah, 10th Symposium Construction Innovation and Global Competitiveness, 2002
Herbert S. Robinson, Patricia M. carrillo, Chimay J. Anumba, Ahmed M. Al-Ghassan
Research on partnering, for example, has shown that it has significant potential benefits, but that these depend upon sustaining a number of behavioural and attitudinal changes to support collaboration in both the short and long term (Bennett and Jayes, 1995, 1998; Holti and Standing, 1996; Barlow et al, 1997; Bresnen and Marshall, 1998, 2000a, 2000b). Moreover, greater steps towards collaboration in the supply chain depend crucially upon the persistence of appropriate socioeconomic conditions that make continuity in the relationships between clients, contractors and suppliers feasible (Construction Productivity Network, 1997). Similarly, it has long been recognised that the potential benefits of IT are only fully realised if technological applications are in harmony with social systems and user needs (Swan and Clark, 1992; Swan, 1995; Scarbrough, 1996). For example, the success of IT applications to enhance integration via information sharing and ‘open book’ dealings may hinge crucially upon there being some degree of trust in the relationship. Performance improvement initiatives, such as benchmarking, continuous improvement and value management may also have significant benefits in helping reduce project costs and increase value. However, their impact in the longer term is predicated upon there being mechanisms available for capturing, extrapolating and, more importantly, applying the knowledge and learning generated.
Phase III—Conducting the Workshop
Published in H. James Harrington, Lean TRIZ, 2017
LP-TRIZ is a methodology that focuses on three major targets—(1) productivity, (2) cost, and (3) quality. It uses a 3 × 41 matrix to evaluate where a particular change initiative will have the greatest impact (productivity, cost, or quality). The 41 elements in the matrix are the 41 actions that are most often used to bring about performance improvement in a process. Each one is analyzed for its impact on productivity cost and schedule. Often, a specific individual activity can have a positive impact on one of those three targets and a negative impact on another. When this occurs, the team analyzes the matrix to identify an activity that has a positive impact upon the negative activity without having a negative impact on the previous positive activity. Using this approach, the team will evaluate each of the proposed improvement ideas to determine its total impact upon the system. For more information, see Chapter 2.
Overview of the construction industry
Published in Lincoln H. Forbes, Syed M. Ahmed, Lean Project Delivery and Integrated Practices in Modern Construction, 2020
Lincoln H. Forbes, Syed M. Ahmed
These practices include the application of performance improvement and industrial engineering techniques, including the lean methods that have been successfully applied in the manufacturing sector. The lean methods are based on a participative approach such as relational contracting and lean project delivery to improve the interaction between the members of the project team. Lean is the ultimate in collaboration and cooperation. In relational contracting, companies in the project team put the project first and gains and losses are shared.
A state of the art and comparison of approaches for performance measurement systems definition and design
Published in International Journal of Production Research, 2019
Michel Stella Ravelomanantsoa, Yves Ducq, Bruno Vallespir
This section is devoted to identify and describe briefly the approaches dedicated to the definition and implementation of PMS that have emerged from the early 1900s to the present, taking the evolution of production systems and the environment in which they live into account. The list, presented in chronological order, is as exhaustive as possible, including the maximum and the most known approaches. Moreover, this list includes also some approaches dedicated to the performance improvement as six sigma, Theory Of Constraints (TOC) or total quality management (TQM). They are included in the state of the art because they are based on performance measurement. This description shows a number of differences but also many similarities between them regarding their nature, their approach, the dimensions taken into account, their structure, etc. Each approach will be referenced as follow:
Improving baggage flow in the baggage handling system at a UAE-based airline using lean Six Sigma tools
Published in Quality Engineering, 2018
Imad Alsyouf, Uday Kumar, Lubna Al-Ashi, Muna Al-Hammadi
International airports that are the hubs for connecting traffic are facing even greater challenges in keeping their performance within the stated objective (Heinz and Pitfield, 2011). Handling substantial numbers of passengers creates pressures on airport systems and, in particular, on processing transfer bags. In an industry that is already struggling to maintain profitability, implementing continuous improvement methodologies can have a significant impact. Lean manufacturing and Six Sigma have been used as continuous improvement tools for more than 20 years (Womack, Jones, and Roos, 1990; Stalk Jr. and Hout, 1990; Womack and Jones, 2003; Pyzdek, 2003; Zugelder, 2012; Shahada and Alsyouf, 2012; Alsyouf et al., 2011; Ohno, 1988). However, despite their wide use in the manufacturing industry (S. A. Albliwi, Antony, and Lim, 2015; Roth and Franchetti, 2010; Jie, Kamaruddin, and Abd-Azid, 2014; Jirasukprasert et al., 2014), their application in the service industry has been limited. George (2003) discusses some of the challenges that firms can face when implementing lean manufacturing and Six Sigma in the service industry, such as work process invisibility, the difficulty of controlling people, and the lack of relevant data. In most organizations, lean Six Sigma methodology combines two of today's most popular performance improvement practices—that is, lean methods and Six Sigma approach. Lean Six Sigma is a methodology that helps organizations sustain best performance, quality, process speed, and customer satisfaction by minimizing waste and attaining process control (Anderson and Kovach, 2014). It comprises aspects of Lean's waste elimination and the Six Sigma focus on reducing defects by means of continuous improvement approaches (George, 2002). Alsmadi, Lehaney, and Khan (2012) stated that around 32% of the firms that have been investigated in Saudi Arabia are implementing six sigma approaches, which shows that people started to recognize its importance day by day. Albliwi et al. (2014) showed that beside the many advantages of using LSS as a general improvement methodology, it also might have around 34 different failures due to various reasons such as, lack of resources.