The Experts below are selected from a list of 4632 Experts worldwide ranked by ideXlab platform
Rania A.m. Shamah - One of the best experts on this subject based on the ideXlab platform.
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A model for applying Lean Thinking to value creation
International Journal of Lean Six Sigma, 2013Co-Authors: Rania A.m. ShamahAbstract:Purpose – The purpose of this paper is to provide guidance for the management of supply chains in order to increase the likelihood of Lean Thinking being generally adopted for the purposes of value creation, and to examine the potential role of the customer in improving supply chain performance. This study aims to address the impact of Lean Thinking when it is used in supply chains, then to address the relevant factors needed to enhance the entire process of chain value creation.Design/methodology/approach – A survey of extant studies in the Egyptian industrial sector is undertaken here, involving a questionnaire which was distributed to all managerial levels in all departments of a number of companies. This questionnaire is divided to two main sections. The first section considers the question of value creation, while the second is related to Lean Thinking.Findings – The model which is presented here is intended to examine the nature of the relationship between Lean Thinking and value creation in supply ...
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Measuring and building Lean Thinking for value creation in supply chains
International Journal of Lean Six Sigma, 2013Co-Authors: Rania A.m. ShamahAbstract:Purpose – This study aims to develop a standardised instrument to measure the impact of Lean Thinking on supply chain value. This tool can be used to examine supply chain readiness and thus enhance overall value. It can also observe the potential role of customers, competitors and suppliers in increasing supply chain performance.Design/methodology/approach – A survey of previous studies is undertaken in the Egyptian industrial sector. The study also uses a questionnaire provided across all managerial levels of Egyptian firms. This questionnaire is divided into two main sections: the first section is considered to be about Lean Thinking stages for waste elimination, namely muri, mura and muda, while the second section relates to the value creation dimensions.Findings – The developed instrument accesses and analyses different types of Lean Thinking for identifying Lean degree in supply chains. Consequently, it could lead to enhancing value creation in supply chains. This explorative study also indicates tha...
J Wang - One of the best experts on this subject based on the ideXlab platform.
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Application of Lean Thinking in Supply Chain Management by the Small and Medium Sized Manufacturers in China: A Status Survey
International Journal of Information Systems and Supply Chain Management, 2013Co-Authors: Kwok Hung Lau, J WangAbstract:With increasing pressure for higher wages and growing competition from other developing countries such as Vietnam and Mexico, China can no longer rely heavily on cheap labor supply as a competitive advantage to secure her position as the world’s largest manufacturing base. Other competitive edges, such as Lean manufacturing and Lean supply chain management that help cut cost and reduce waste, have to be explored. Using a self-administered questionnaire survey, this study investigates the current status of Lean Thinking application in supply chain management by the small- and medium-sized manufacturers (SMMs) in China. It also explores if there are benefits in the application and the challenges faced by the SMMs in implementation. The findings suggest that application of Lean Thinking in China is not widespread. For those firms that have applied Lean Thinking, the major benefits obtained include reductions in cost, waste, inventory, labor, and cycle time. The major difficulties encountered lie in the accurate communication of the requirements between workers and managers and the collaboration with supply chain members. Proper application of Lean Thinking in supply chain management can bring substantial benefits to the manufacturing industry. Managers can use this research to benchmark their Lean Thinking application and revise their supply chain strategy accordingly.
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Application of Lean Thinking in manufacturing: A survey of small and medium-sized enterprises in China
2010Co-Authors: C Lau, J WangAbstract:Through a questionnaire survey, this paper reports the findings on the current status of Lean Thinking adoption by the small- and medium-sized manufacturers in China. The findings suggest that application of Lean Thinking is not widespread. For those firms that have adopted Lean Thinking, the major benefits obtained are reduction in cost and waste, inventory, labour, and cycle time. The major difficulties encountered are communication between workers and managers, and collaboration with supply chain members.
John E Billi - One of the best experts on this subject based on the ideXlab platform.
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implementation of Lean Thinking one health system s journey
The Joint Commission Journal on Quality and Patient Safety, 2009Co-Authors: Christopher S Kim, David A Spahlinger, Jeanne M Kin, Richard J Coffey, John E BilliAbstract:Article-at-a-Glance Background Lean Thinking is a management philosophy derived from the manufacturing industry, where Toyota has long been the gold standard. Health care organizations have started to apply this approach to patient care. After initial experimentation, the University of Michigan Health System (UMHS) has adopted Lean Thinking as its uniform approach to quality improvement and is striving to become a complete Lean organization. Projects In 2005, the senior leadership selected an initial set of projects in areas that traced the patient's journey across different care settings within our health system. Four of the projects were as follows: orthopedic surgery clinic scheduling, radiation oncology therapy, peripherally inserted central catheter (PICC) services, and coordination of care to the outpatient setting. Lessons from Lean Thinking Lean Thinking encourages service providers to focus on value as defined by the customer and the relentless elimination of waste that impedes the flow of value. A series of learning projects were conducted to test whether Lean methods would work at UMHS. The following factors were found to be key to Lean project success: expert guidance for initial efforts, leadership in the form of clinical champions and senior management support of the improvement work, frontline worker engagement in mapping out "current state" processes, identifying waste and designing an improved "future state," using metrics to develop and track interventions, and defining realistic project scope. Final Reflections As UMHS's experience applying Lean Thinking to our patient care processes has grown, so have support, enthusiasm, and expertise within the organization. UMHS's Lean Thinking system, now known as the Michigan Quality System, has emerged as the core improvement strategy.
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the application of Lean Thinking to the care of patients with bone and brain metastasis with radiation therapy
Journal of Oncology Practice, 2007Co-Authors: James A Hayman, John E Billi, Kathy Lash, Theodore S LawrenceAbstract:Purpose Patients with bone and brain metastases are among the most symptomatic nonemergency patients treated by radiation oncologists. Treatment should begin as soon as possible after the request is generated. We tested the hypothesis that the operational improvement method based on Lean Thinking could help streamline the treatment of our patients referred for bone and brain metastases. Methods University of Michigan Health System has adopted Lean Thinking as a consistent approach to quality and process improvement. We applied the principles and tools of Lean Thinking, especially value as defined by the customer, value stream mapping processes, and one piece flow, to improve the process of delivering care to patients referred for bone or brain metastases. Results and Conclusion The initial evaluation of the process revealed that it was rather chaotic and highly variable. Implementation of the Lean Thinking principles permitted us to improve the process by cutting the number of individual steps to begin tr...
Neil A. Morgan - One of the best experts on this subject based on the ideXlab platform.
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The impact of Lean Thinking and the Lean enterprise on marketing: Threat or synergy?
Journal of Marketing Management, 1997Co-Authors: Nigel F. Piercy, Neil A. MorganAbstract:It is argued in this paper that marketing theory and practice has reacted largely ineffectively to many of the fundamental challenges posed by developments in other disciplines, illustrated in recent years by total quality management (TQM) and business process re‐engineering (BPR). The urgency of addressing the need for responsiveness to paradigm shifts in other disciplines is underlined by the newest cross‐disciplinary challenge of this kind, which comes from the emergence of “Lean Thinking” and the conceptualisation of the “Lean enterprise”. The goal in this paper is to identify the ways in which Lean Thinking relates to the marketing process in terms of both conflicts and synergies, and to set an agenda for a productive and timely response from the marketing discipline to the advent of Lean Thinking.
Sebastián J. García‐dastugue - One of the best experts on this subject based on the ideXlab platform.
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Lean Thinking and Supply Chain Management
1991Co-Authors: Thomas J. Goldsby, Sebastián J. García‐dastugueAbstract:Overview Lean Thinking provides principles and tools used to eliminate waste and to strive for perfection through continuous improvement. Though Lean Thinking was conceptualized to apply to all activities within the firm and across companies in the supply chain, usually Lean is employed in operational settings within a single firm. Lean Thinking in supply chain management is the use of Lean principles to align activities across corporate functions within the firm and to manage business relationships with customers and suppliers. We show how Lean principles and tools can be used in the context of the supply chain management framework. Also, we describe forms of waste that result from the lack of alignment in the supply chain ‐ wastes that need to be eliminated in order to create greatest value for the
