Dissertations / Theses on the topic 'Lean operational performance'

In the last few decades, the natural environment has increasingly received attention among policy makers, media and the international community. In such a context, firms have approached the environmental issue by developing different strategies and adopting practices that contribute to pollution reduction, resources savings and, more generally, to green efficiency. The present Ph.D. dissertation blends together the natural environment and operations management. As plants are the major responsible of pollution in the industry, this thesis aims at investigating their environmental choices and actions within the framework of manufacturing strategy. The thesis consists of three papers, each corresponding to a chapter. The first one addresses the environmental issue from a general perspective and defines the role of environmental strategy as long as the drivers underlying higher proactiveness; the second one deals with the environment as a competitive priority to understand which firm-related characteristics affect environmentally oriented manufacturing strategies; and the final one analyses the implementation of green and lean practices and the effects on plant performance. More precisely, the first chapter investigates the concept of proactive environmental strategy (PES). The literature has defined this strategy as a set of voluntary practices that go beyond mere compliance with regulations. In order to examine this concept and provide a narrower definition of PES, I first propose that PES is composed of two dimensions: the technical/organizational dimension and the embeddedness dimension. Second, I propose a theoretical framework that allows identification of different typologies in a firm’s environmental strategy. I finally outline the dynamics that drive shifts among PES typologies. In such a way, my final intention is to show that proactive environmental strategy is multidimensional and that there is not a unique definition of it, thus recommending an in-depth investigation of its position within the firm’s strategy. The second chapter allows understanding the role of the natural environment within the manufacturing strategy. Particularly, I analyse the effects of the organizational context on the emphasis that plant managers place on the environmental priority compared to the competitive priorities of cost, quality, delivery, flexibility and innovation. A multinomial logit model is used to explore whether and to what extent the organizational context, proxied by plant- and supply chain-related characteristics, influences three clusters of different manufacturing strategic patterns: environmental-oriented group, balanced set group, and cost-oriented group. Data is collected from a survey of manufacturing plants from Canada in the fabricated metal products, machinery, electronics, and electrical appliances industries. The results highlight that the organizational context affects the emphasis managers put on the environmental issue. In particular, they show that an international supply chain leads the plant to adopt an environmental oriented strategy. This might be explained by arguing that plants are more exposed to environmental risks caused by their international stakeholders, thus threatening their image or raising the chances to monetary fines. The final chapter analyses environmental management from a more operational perspective. Specifically, it contributes to the exploration of how lean and green practices might fit together to improve competitiveness. The relationship of lean manufacturing and environmental performance on the one side, and environmental management and operational performance on the other side, has widely been investigated but final benefits are still uncertain. Anyway, several researches have shown that some lean and green practices actually synergistically interact to improve plant performance. Using a case study methodology, the present paper aims to understand how the two sets of practices interact together and how they affect operational and environmental performance. Based on the analysis of three successful projects of two Italian plants, I find that the timing of implementation, i.e. sequential vs simultaneous, defines modes of managing lean and green practices, i.e. planning vs mutual adjustment, that ultimately affect plant performance. Finally, the findings identify what drivers foster lean practices and green practices to be synergic and jointly produce a positive impact on both environmental and operational performance<br>Negli ultimi decenni, l’ambiente è stato al centro di un crescente interesse tra regolamentatori, media e comunità internazionali. In tale contesto, le aziende si sono ritrovate ad affrontare la questione ambientale attraverso lo sviluppo di strategie e l’implementazione di pratiche atte a ridurre l’impatto inquinante, l’uso di risorse e, in generale, ad accrescere la propria efficienza in ottica green. La presente tesi di dottorato ha lo scopo di analizzare congiuntamente la questione ambientale e le operations. Questo tema è particolarmente interessante perché prende in considerazione le fabbriche, ovvero le principali responsabili di inquinamento, allo scopo di investigarne le scelte e le azioni ambientali nell’ambito della strategia manifatturiera. La tesi è formata da tre articoli, ognuno dei quali corrisponde ad un capitolo. Il primo tratta della questione ambientale partendo da una prospettiva generale e definendo qual è il ruolo della strategia ambientale e quali sono i fattori determinanti per accrescerne la proattività; il secondo considera l’aspetto ambientale come una possibile priorità competitiva e cerca di individuare i fattori legati alle caratteristiche dell’azienda che incidono su una strategia manifatturiera orientata alla protezione dell’ambiente; infine, l’ultimo capitolo esplora il processo di implementazione di pratiche lean e green nelle fabbriche e l’effetto che questo produce sulle performance. In particolare, il primo capitolo analizza il concetto di strategia ambientale proattiva (SAP). La letteratura ha definito questa strategia come un insieme di pratiche volontarie che non si limitano ad applicare le norme in materia ambientale. Allo scopo di formulare una puntuale definizione, dapprima identifico le dimensioni di SAP: una dimensione tecnica e organizzativa e una dimensione di intensità relazionale. Secondo, propongo una struttura teorica che permetta di individuare differenti tipologie di strategia ambientale. Infine, provo a delineare le spinte dinamiche che sono alla base dei cambiamenti tra una tipologia di SAP e l’altra. In questo modo, metto in evidenza che la strategia ambientale proattiva è multidimensionale e che non può essere definita univocamente, rendendo pertanto opportuno capirne il ruolo all’interno della strategia aziendale. Il secondo capitolo affronta il tema dell'ambiente naturale nell'ambito della strategia manifatturiera delle aziende. In particolare, lo scopo è analizzare gli effetti del contesto organizzativo sull'enfasi che i managers pongono sulla priorità ambientale con rispetto alle tradizionali priorità competitive di costo, qualità, consegna, flessibilità e innovazione. Grazie a una regressione logistica multinomiale, indago la relazione tra il contesto organizzativo, espresso in termini di caratteristiche dell'azienda e della catena di fornitura, e tre diverse possibili strategie manifatturiere: strategia orientata al sostegno ambientale; strategia orientata alla riduzione dei costi; e strategia con simile enfasi su tutte le priorità competitive. L'analisi empirica si basa su un campione di aziende manifatturiere canadesi operanti nei settori dei metalli, dei macchinari, dell’elettronica e delle apparecchiature elettroniche. I risultati dell'analisi evidenziano che il contesto organizzativo influisce sull'enfasi che i managers decidono di dare alla sostenibilità ambientale. Infatti, essi mostrano che quanto più la catena di fornitura si estende internazionalmente, ovvero i clienti e i fornitori sono dispersi in diverse aree geografiche, tanto più l'azienda adotta una strategia manifatturiera che pone enfasi sulla protezione dell'ambiente naturale. Questo è probabilmente motivato dal fatto che un'azienda ha maggiore difficoltà a controllare i potenziali rischi ambientali causati dai propri stakeholders operanti in diverse aree geografiche, dai quali possono derivare sanzioni pecunarie su pezzi importati non conformi alle norme e/o un danno alla propria visibilità a livello globale. L’ultimo capitolo affronta il tema della gestione ambientale da una prospettiva esclusivamente operativa. Nello specifico, questo articolo contribuisce a esplorare come le pratiche di lean management e le pratiche di green management possono essere implementate insieme per migliorare la competitività. La relazione tra lean manufacturing e performance ambientale da un lato, e tra gestione ambientale e performance operativa dall’altro, è stata ampiamente studiata ma senza arrivare a una visione univoca dei benefici che ne derivano. Tuttavia, un certo numero di ricerche hanno mostrato che alcune pratiche di lean e green sono complementari. Basandosi sulla metodologia dello studio di caso, il presente articolo ha lo scopo di capire come i due insiemi di pratiche interagiscono tra di loro e producono effetti sulle performance operative e ambientali. Attraverso l’analisi di tre progetti di successo di due aziende italiane, identifico che il timing di implementazione, sequenziale vs simultaneo, definisce le modalità di gestione delle pratiche da adottare – pianificazione vs mutuo aggiustamento. Questo aspetto ha un effetto significativo sulle performance dell'azienda in quanto l'approccio simultaneo porta a risultati maggiori rispetto all'approccio sequenziale. Infine, l'analisi dei casi mi permette di individuare i drivers che influenzano la relazione tra pratiche green e lean nell'implementazione di progetti ambientali

To remain competitive in a global market, many organizations are transforming their operations from traditional management approaches to the lean philosophy. The success of the Toyota Production System in the automotive industry serves as a benchmark that organizations continually seek to emulate in search of similar results. Despite the abundance of lean resources, many organizations struggle to attain successful lean transformation. To facilitate investigation of the failure mechanisms and critical success factors of lean transformation, this dissertation addresses the following research questions: (1) Why do transformations from traditional organizational philosophies to lean fail? (2) What are the critical factors for lean transformation success? (3) What is the role of an organization’s human resource performance management system during the lean transformation journey? This dissertation utilizes a multi-method, multi-essay format to examine the research questions. First, managers from organizations in various stages of lean transformation are interviewed to establish a foundational research framework. Subsequently, a theoretical model is empirically tested based on data gathered from a survey of industry professionals with expertise in lean transformation. Data analysis techniques employed for this dissertation include: Partial Least Squares (PLS) regression, case descriptions, and case comparisons. Very few studies of lean transformation investigate behavioral influences and antecedents. This dissertation contributes to practitioners and researchers by offering a refined understanding of the role that human resource performance management can play in the overall lean transformation process. In an effort to characterize organizational outcomes resulting from lean transformation, this research introduces a new construct, Lean Transformation Success, to the literature.

An increased competitive climate has enhanced the importance for companies to differentiate from other companies. Today, the customer support within service organizations are often disregarded as a source of value due to the focus on costs. Further, it has become more important to leverage the contact with the customer at all encounters. New technological advancements within Business Intelligence have also enabled companies to increase their competitiveness through improved decision support. The objective of this thesis is through a case study investigate how an insurance company could leverage its customer support as a source of creating shareholder value as well as how to apply trends within Business Intelligence for increased decision support. This was done through developing a conceptual model based on academic theory in order to provide a tool for analysis and development of a customer support. The research questions intends to investigate how an customer support can contribute to, and balance a focus on service quality, costs and sales in order to enhance shareholder value. A business driven approach was further used in order to understand how a customer support could leverage the emerging trends of Business Intelligence. This since the thesis also aims to provide some first insights into how to leverage the trends of mobile- and Self-Service- Business Intelligence within the customer support within insurance companies. The research emphasizes the need to have a holistic view of what drives value and costs with regard to the retention, growth and acquisition of customers when viewing the customer support as a source of value. The thesis concludes that both the trends of mobile- and Self-Service- Business Intelligence could enable an insurance company to gain new insights through utilizing existing internal as well as external data in order to conduct a more continuous and flexible analysis of important matters.

La ricerca nel campo dei motori a combustione interna è sempre più rivolta ad identificare una soluzione alternativa all’utilizzo dei combustibili derivati dal petrolio, per ragioni di carattere ambientale, politico ed economico. Il gas naturale (NG) è un combustibile ideale per motori a combustione interna, essendo caratterizzato da basso impatto ambientale e consumi ridotti rispetto ai combustibili convenzionali (benzina e gasolio). Inoltre esso è particolarmente adatto ad essere utilizzato in motori ad elevato rapporto di compressione volumetrico, ed è caratterizzato da un ampio campo di infiammabilità. Quest’ultimo aspetto promuove la combustione magra di miscele di aria e NG, ottenendo un ulteriore incremento di rendimento ed un’ulteriore diminuzione dei consumi. I motori dual-fuel NG/diesel permettono di estendere il limite magro d’infiammabilità rispetto ai motori ad accensione comandata alimentati a NG, ed allo stesso tempo consentono di ridurre il trade-off NOX-PM di cui soffrono i motori diesel. Tale tecnologia consiste nell’introduzione del NG come combustibile principale in un motore diesel. Una certa quantità di gasolio viene ancora iniettata, ed agisce come sorgente d’accensione per la miscela di aria e NG. La facilità di conversione rende la tecnologia dual-fuel particolarmente allettante come retrofit di motori diesel già esistenti che in futuro si troverebbero a non soddisfare i sempre più stringenti limiti sulle emissioni inquinanti. Nel presente lavoro, la combustione dual-fuel, con la sua inerente complessità, viene analizzata seguendo un approccio misto numerico-sperimentale. L’attività sperimentale ha come obiettivo l’analisi dei vantaggi e dei problemi connessi con la conversione di un motore diesel heavy-duty al funzionamento dual-fuel, sulla base delle prestazioni e delle emissioni inquinanti. L’attività numerica è caratterizza da un approccio misto 1-D/3-D, ed è stata inizialmente condotta per la corretta comprensione del complesso meccanismo di combustione in modalità dual-fuel. L’analisi multi-dimensionale (3-D) dettagliata del sistema cilindro–pistone è stata successivamente effettuata per la corretta rappresentazione dei fenomeni termo-fluidodinamici evolventi in camera di combustione. Una tale strategia permette la completa descrizione del comportamento dell’intero sistema motore e della combustione dual-fuel nel dettaglio.<br>The research activity on internal combustion engines is increasingly cast to find an alternative solution to reduce the wide utilization of petroleum fuels like diesel oil and gasoline, for environmental, political and economic concerns. Natural gas (NG) is an ideal fuel to be operated in internal combustion engines, since its characteristics allow for much lower environmental impact and reduced fuel consumption with respect the conventional fuels. It also is particularly suitable to be operated under high volumetric compression ratio engines, thus providing higher efficiency, and moreover it is characterized by a wide flammability range. This latter aspect promotes the employment of a lean burn strategy, thus further increasing the engine efficiency and reducing the exhaust emissions. The dual-fuel natural gas/diesel concept allows extending the lean flammability limit of NG with respect to SI-NG operations and simultaneously reducing the NOX-PM trade-off affecting diesel combustion. Such a technology consists in introducing NG as main fuel in a conventional diesel engine. A certain amount of diesel pilot injection is preserved to act as the ignition source for the air/NG mixture. The easiness of dual-fuel conversion makes such technology rather inviting especially as a retrofit for the existing diesel vehicles, which could not meet the more and more stringent emission regulations in the future. In the present study, the dual-fuel combustion process with its inherent complexity is investigated both from an experimental and a numerical point of view. The experimental activity has the main target to analyze the problems connected with the conversion of a heavy-duty diesel engine to dual-fuel operation, and to put into evidence the influence of the main engine parameters on performance and pollutants formation. The numerical activity, characterized by a mixed 1-D/3-D approach, has been carried out with the initial target of a correct understanding of the complex dual-fuel combustion mechanism. A detailed multi-dimensional simulation of the whole working cycle of the engine has been subsequently performed, to provide for the correct representation of the fluid-dynamic effect involved in dual-fuel operations. Such an approach allows for the complete description of the engine overall behavior and the dual-fuel combustion in detail.

Bibliography: leaves 170-174.<br>The study emanated from the needs for (i) effective management systems in the currently changing South Africa, (ii) empirical, "real world" research in the operations management field as well as (iii) the requirement by local management to verify the effects of an implemented intervention. In terms of this background, the study investigates the effects of the implementation of lean Production principles in a South African Government-owned Rail Refurbishing Plant with a Job production system on financial performance as measured by Return On Investment (ROI). The research question formulated for the study investigates the possible differences in financial performance as measured by ROJ between the Transwerk (Bloemfontein) Rail Refurbishing plant, which implemented lean Production Principles, and three similar Transwerk Rail Refurbishing plants which had no lean implementation initiatives. The literature review discusses the constructs Lean Production and Return On Investment (ROI). Emphasis is placed on the elements and transferability of lean Production, as well as the proven and potential effects of lean Production principles on ROI. Despite cited criticism of lean Production, the overall conclusion was reached (on the basis of case studies, research and postulations) that the implementation of Lean Production principles in a South African, Government owned, Rail Refurbishing plant with a job production system can improve ROI The research design (a case study) is reviewed next. Data sources are identified to be financial statements and questionnaires, while data collection methods are listed as the documentary approach and the survey approach. Sampling is non-random, and the generalisation of results is listed as a potential weakness of the study. The richness of in-depth descriptions of lean Production principles as applied in the case study plant accompanied by descriptions of results and obstacles encountered, however, are listed as strong points of the study. A MANOVA is chosen as an appropriate statistical test to evaluate the collected data with α = 5% to answer the research question of the study, while two χ² tests are performed to answer the secondary questions.

Work ethic has been offered as a predictor explaining key work outcomes for over a century. However, key questions remain about the antecedents and outcomes of work ethic, as well as its distinction from other variables. This symposium includes 4 empirical studies addressing these issues, advancing work ethic research in organizations.

Includes bibliographical references.<br>The degree of sustaining business performance, while maintaining competitive costs, satisfied consumers and customers has become more difficult and harder to achieve. To date, both retailers and manufacturers are economically challenged as they enter into a new age and era that is characterised by a restructuring of the supply and demand known today, the one in which the consumer demand chain will both lead and direct all organisational processes. The greatest challenge in manufacturing and retail supply chains today continue to be the inconsistency of product availability. Both retailers and their manufacturers frequently find themselves in positions where they either have too much stock of specific stock-keeping units (SKUs) or insufficient stock levels of a particular SKU, Steve (2010). Retailers and their suppliers both seek to avoid the costly out-of-stock (OOS) situations, which result in lost revenue opportunity for both parties. OOS can also damage shopper loyalty as frustrated consumers might seek out alternative retailers for the same merchandise, while on the other hand suppliers' brand loyalty can be impacted if a competitor's product is substituted instead. It remains true that the two pillars of business, namely demand and supply, still rule. Traditionally, putting supply before demand, with its implied precedence, was the correct approach to apply, but in today's business environment, there is a major shift taking place, predominantly driven by the cycles in globalisation that would be faster than in the traditional way, oversupply in the fast -moving consumer goods industry, a parallel loss of pricing power, consumers with a twenty-four hours access to precise pricing information, which terminates the power of information scarcity, and shorter product life cycles. The global economic crash that represented a global economic storm led many organisations to rethink the manner in which organisations are led. A consensus exists among many authors and commentators that the emerging economic order has imposed changes to the very way companies are doing business.

Purpose - The purpose of this study is to investigate and understand which significantparameters affect OTD within an ATO company, and furthermore develop a model which wouldenhance proactive work in order to achieve a higher OTD.Design/methodology/approach - The data is primarily of qualitative nature, employing semistructuredinterviews and workshop, with backup from quantitative production data. Anabductive approach was applied by iterating and aligning findings with relevant literature andtheory. These mixed methodologies created a triangulation of data, which through our analysishelp with the validation of our conclusions.Findings - Through our findings we can conclude that significant parameters which lowers OTDfor an ATO company can be found all through the supply chain. For this thesis and its model,parameters were chosen based on their ability to be quantified. For ABB GA Products, we found36 significant parameters as well as a systematic approach for an ATO company to iteratively gothrough them to investigate which orders are affected by which flags. Through this approach anATO company should be able to work more proactively towards higher OTD.Research limitations/implications - This thesis is conducted through a case study at ABB GAProducts only, which should be considered when using the results for further research.Practical implications - Specifies a logical scheme to classify risk of delayed orders.Originality/value - Advances theory in production and operations management regardingperformance measurement, towards a more proactive approach of measuring reactive KPI’s

One of the most important tasks that business leaders undertake in order to achieve a superior market position is strategic planning. Beyond this obligation, business owners desire to maximize profit and maintain steady growth. In order to do this, resources must be invested in the most efficient way possible in order to achieve performance excellence. Adjusting business operations quickly, however, especially in times of economic uncertainty, is extremely difficult. Business leaders therefore need insight into which elements of organizational improvement are most effective in order to strategically invest their resources to achieve superior performance in the most efficient way possible. This research examines the results of companies which have a demonstrated ability to achieve performance excellence as defined by the National Institute of Standards and Technology's Malcolm Baldrige Criteria for Performance Excellence. This research examined award-winning applications to determine common input factors, compared the business results of a subset of those award-winners with the overall market for a time-frame of 11 years, and then investigated the profitability, liquidity, debt management, asset management, and per share performance ratios of award-winners compared with their industry peers over 11 years as well. The main focus of this research is to determine whether participation in performance excellence best practices have created value for shareholders and business owners. This objective is achieved through the analysis of performance results of award winning companies. This research demonstrates that the integration of efforts associated with performance excellence is in-fact advantageous.<br>Ph.D.<br>Doctorate<br>Industrial Engineering and Management Systems<br>Engineering and Computer Science<br>Industrial Engineering

Face aux normes actuelles et futures, de plus en plus drastiques, concernant les émissions de polluants, les constructeurs automobiles cherchent en permanence à améliorer l'efficacité des moteurs à allumage commandé. Une des solutions les plus efficaces et applicables pour diminuer la quantité de polluants émis dans les gaz d’échappement (HC, CO, NOx) et réduire la consommation de carburant, est d’utiliser un mélange très pauvre (richesse du mélange inférieure à 0,6). Toutefois, ce concept de fonctionnement est limité par les systèmes d'allumage classiques qui ne peuvent pas garantir un allumage du mélange air / combustible dans de bonnes conditions, de manière à assurer une combustion complète, rapide et reproductible.Le sujet de cette thèse consiste en l'élaboration d'un nouveau système d'allumage basé sur une bougie d’allumage double, qui peut produire deux d'étincelles quasi-simultanées, dont la longueur cumulée est plusieurs fois plus élevée que celle d’étincelles produites par une bougie d'allumage classique. Pour valider ce système d'allumage, trois différents types d'analyses ont été réalisés: une analyse des paramètres électriques des décharges, un diagnostic du plasma par spectroscopie optique d'émission, et des essais in situ du système d'allumage sur deux moteurs à combustion interne avec analyse des gaz d'échappement et détermination des performances des moteurs.Ces tests ont révélé que l'utilisation du système d’allumage à double étincelle peut assurer une meilleure stabilité dans le fonctionnement du moteur (en particulier dans les conditions d'allumage difficiles, en utilisant des mélanges très pauvres) ; des performances accrues du moteur pour une même quantité de carburant consommé ; et une diminution de la quantité d’hydrocarbures imbrûlés et de monoxyde de carbone dans les gaz d'échappement, mais avec une plus grande émission d'oxydes d'azote par rapport à un système d'allumage classique<br>Faced with the current and future more and more drastic standards for pollutant emissions, the car manufacturers are permanently trying to improve the efficiency of spark ignition engines. One of the most effective applicable solutions for reducing the quantity of pollutant emissions (HC, CO, NOx) from the exhaust gases and also to reduce the fuel consumption is to operate with very lean mixture (equivalent ratio lower than 0.6). However, this operation concept is limited by the actual ignition systems that cannot assure an air/fuel mixture ignition in good conditions, in order to assure a complete, fast and repeatable combustion. The subject of this thesis consists into developing of a new ignition system based on a double spark plug, which can produce two quasi-simultaneous spark discharges with cumulated length few times higher than the sparks produced by a conventional spark plug. For ignition system validation, three different types of analysis have been considered: the analysis of the discharges electrical parameters, the plasma diagnosis using optical emission spectroscopy methods and the tests of the ignition system on two internal combustion engines with the exhaust gases analysis and engine performances determination. The tests revealed that the utilization of the double spark ignition system can assure a better stability in engine operation (especially in difficult ignition conditions such using very lean mixtures), increased engine performances for the same amount of consumed fuel and it can provide a diminution of the unburned hydrocarbons and carbon monoxide quantities from the exhaust gases, but with an increased quantity of nitrogen oxides, compared with a conventional ignition system

MSc (Enginnering), Faculty of Engineering and the Built Environment<br>In recent years companies have made increased use of Lean Manufacturing audits to measure the degree of Lean Manufacturing implementation within their organizations. Thereafter, a gap analysis highlights areas for improvement, which leads to increased Operational Performance. This approach may be flawed. The audit may measure Lean Manufacturing characteristics that are not beneficial or the Lean Manufacturing audit may be inaccurate due to auditor bias or inadequate scope. The result is frustration and a lack of belief in the effectiveness of Lean Manufacturing as a competitive strategy. This study tests the hypothesis that “Lean Manufacturing audits drive improvements in Operational Performance.” A sample company comprising sixty four organizations operating in a job shop and Batch operations management environment is used as a case study. The organizations manufacture and service high value added products for heavy industry. The Lean Manufacturing audit developed to assess the effectiveness of Lean Manufacturing audits in driving Operational Performance uses Lean Manufacturing characteristics commonly used in previous research. These characteristics include policy deployment, standardized work, visual management and housekeeping, quick changeover techniques, total preventative maintenance, continuous improvement, error proofing, cultural awareness, material control and level production. Commonly used Operational Performance measures such as On-Time-Delivery, Inventory turns and Direct Labour Utilization are used to assess Operational Performance. A range of independent auditors were used to gather data on the extent of implementation of Lean Manufacturing and Operational Performance measures. Structural Equation Modelling is used to relate the results of the Lean Manufacturing audits to Operational Performance. This is the first known paper to use Structural Equation Modelling in measuring the extent of implementation of Lean Manufacturing to Operational Performance. Lean Manufacturing audit results have a significant correlation to Operational Performance but with a high degree of variation in Operational Performance not accounted for by the results of the Lean Manufacturing audit. This variation is caused by the inadequate scope of the audit relative to Operational Performance measures as well as auditor bias. Lean Manufacturing audits are effective in driving improvements in Operational Performance provided that the scope of the audit is expanded to include office functions, supplier networks and customer and branch distribution networks. A recommended audit framework is suggested in this research. A large scale study of a number of different companies should be conducted to verify the results of this research using the audit framework developed.

碩士<br>國立彰化師範大學<br>企業管理學系<br>106<br>Lean System Practices and Operational Performance: Moderation Effect of Internal and External Environment Student：Meng-Han Hsieh Advisor：Dr. Fan-Yun Pai Master Program in Business Administration Department of Business Administration National Changhua University of Education ABSTRACT The Lean System is a practice that combines the practices of the Toyota Production System (TPS) to effectively reduce production costs and waste for manufacturers and improve operational performance. However, for different vendors, the adoption of lean system practices does not represent guaranteed high performance. Because each manufacturer exists in a different environment and faces different environmental factors, the same practice will have different results in different environments. Therefore, the discussion of environmental factors is extremely important. In the past, the literature rarely integrates internal and external environmental factors and the research objects are mostly in European and American enterprises. In fact, whether the results can be used in Taiwan remains to be confirmed. Therefore, this study explores the relationship between lean system practice and operational performance for Taiwanese companies, and uses internal and external environmental factors as interference variables to join the model. This study distributed questionnaires to Taiwanese SMEs and distributed a total of 650 copies. The effective number of samples collected is 85. The effective recovery rate is 13%. Through the analysis of the questionnaires, it is found that the implementation of lean system practice can effectively improve the financial and non-financial operating performance. In addition, it is found that in the internal environmental factors that the manufacturer must focus on different lean system practices according to the employee's working environment. The poor working environment should focus on competitive standards; a better working environment should focus on planning and scheduling. In the external environmental factors, it is found that maintaining long-term relationships and commitments with customers and suppliers can enhance the impact of planning and scheduling on financial operating performance. At the end of the study, we proposed management implications to bring positive help to Taiwanese companies. Keywords: lean system practices, internal environmental factors, external environmental factors, operational performance.

Dissertação de Mestrado em Engenharia e Gestão Industrial apresentada à Faculdade de Ciências e Tecnologia<br>The world’s demand for better and cheaper products created the need for more efficient production systems. In addition, the growing environmental concerns brought legislative constraints and sustainability-driven behavior to the equation. Considering the Blue Planet health, it is crucial to study better approaches regarding the environment for change to happen.The purpose of this study is the evaluation of the degree of implementation of Lean and Green Practices in the Portuguese manufacturing companies as well as the achieved performance outcomes: operational, environmental and financial. The study’s approach led to the design and distribution of an online questionnaire resulting in 158 answers. An Exploratory Factor Analysis confirmed 10 factors that were used to classify the sample through a Cluster Analysis. Three types of companies were identified: 1. Companies with Low Degree of Implementation of Lean and Green Practices 2. Companies with Medium Degree of Implementation of Lean and Green Practices and 3. Companies with High Degree of Implementation of Lean and Green Practices. Findings show that as the degree of implementation of practices increases, better environmental results are seen but operational and financial performance results are only seen from medium to high degree of implementation, this is consistent with literature that recommends the systematic implementation of practices. The results from this study contribute by providing an image of how Lean and Green practices implementation is occurring at the moment in Portugal and allow companies to be aware of Lean and Green practices and to understand which state they are, conscious that improving practices will transform into favorable outcomes for the company. Contributions from this study confirm that the wider adoption of practices leads to overall better performance results, therefore it is favorable to invest in the combined implementation. It classifies the Portuguese industry and indicates how companies are performing in terms of Lean and Green and performance measures.<br>A procura mundial de melhores produtos e mais baratos criou a necessidade de sistema de produção mais eficientes. Para além disso, as preocupações ambientais crescentes conduziram a restrições legislativas e comportamento orientado para a sustentabilidade. Considerando o estado do Planeta Azul, é imperativo estudar melhores abordagens relativas ao ambiente para que mudanças possam ocorrer. O propósito deste estudo é a avaliação do grau de implementação de práticas Lean e Green nas indústrias transformadoras portuguesas, bem como os resultados alcançados a nível de performance: operacional, ambiental e financeira. A abordagem tomada levou ao desenvolvimento e distribuição de um questionário online que resultou em 158 respostas. A análise fatorial exploratória confirmou 10 fatores que foram usados para classificar a amostra através de uma análise de clusters. Três tipos de empresas foram identificadas: 1. Empresas com baixo grau de implementação de práticas Lean e Green, 2. Empresas com médio grau de implementação de práticas Lean e Green, 3. Empresas com alto grau de implementação de práticas Lean e Green.As descobertas mostram que à medida que o grau de implementação de práticas aumenta, são vistos melhores resultados ambientais, mas resultados operacionais e financeiros só surgem a partir de médio para alto grau de implementação, os resultados estão conforme o que consta na literatura sobre implementação sistemática e integral de práticas. Os resultados deste estudo contribuem ao mostrarem uma imagem de como a implementação das práticas Lean e Green estão a ocorrer em Portugal, sendo que as empresas conseguem entender melhor em que estado se encontram, sabendo que ao investirem terão resultados favoráveis.Contribuições do estudo confirmam que a adaptação vasta de práticas leva a melhorias nos resultados, sendo assim, favorável investir na implementação conjunta. Classifica a indústria portuguesa e proporciona uma imagem de como as empresas estão em termos de práticas Lean e Green e respetivas medidas de avaliação de performance.

碩士<br>國立彰化師範大學<br>企業管理學系<br>100<br>Lean system, or called TOYOTA Production System (TPS), practices are generally shown to be associated with high performance in a number of studies of world-class manufacturers. Firms in Taiwan were also eager to implement lean system in early time, but performance of these firms was restricted because of lacking understanding of the implementation structure and coherence. Until 1986, Kuozui Motors, a joint venture of TOYOTA and Kuozui Motor, introduced orthodox TPS (Toyota Production System) in Taiwan. It takes 10 years to successfully implement TPS. Some cases indicate that when implementing lean system, a firm not only should copy the tangible techniques/methods in TPS but also should adopt TPS culture and adjust techniques. In this study, the relationships among lean system practice and operational performance is investigated. However, we believe that the success of implementation of any particular management practice must depend upon organizational characteristics. We propose Human Resource Management (HRM) and Total Quality Management (TQM) as two variables to capture firm’s characteristics. Most researchers agree that HRM and TQM implementation have positively significant effects on operational performance and they play as moderator in this study. A conceptual model is proposed and questionnaires are mailed and e-mailed to the firms in Taiwan who implement lean system or TPS, and received 105 of the completed questionnaires were valid. A hierarchical regression analysis is used to test the effects of the lean system practices on operational performance and the moderation effects of HRM and TQM, and not surprised to find that Lean System Practice have a possitive effect on operational performance. HRM and TQM act as moderators between lean practices and operationalperformance .

Relatório de Estágio do Mestrado em Gestão apresentado à Faculdade de Economia<br>As empresas enfrentam constantes desafios no decorrer da sua atividade, resultantes de fatores como as exigências cada vez maiores por parte do mercado. Estas por sua vez implicam vantagens competitivas sustentáveis, que permitam estar um passo à frente da concorrência. Neste sentido, o foco no cliente e a criação de valor de acordo com a sua perspetiva é fulcral. O trabalho desenvolvido nas unidades produtivas tem também um papel preponderante na competitividade. A minimização de atividades que não acrescentem valor, a eliminação de desperdícios e a maximização da eficiência são essenciais para garantir uma capacidade de resposta mais rápida e flexível e produtos com uma qualidade superior. O bom desempenho e o sucesso de empresas inseridas na indústria, nomeadamente automóvel, dependem de sistemas de gestão da qualidade, cuja implementação viabilize a prossecução dos seus objetivos e assegure a sua melhoria contínua. O presente relatório reporta as principais atividades desenvolvidas no âmbito do estágio curricular realizado na Huf Portuguesa e foca-se no Lean Thinking. No sentido de ilustrar esta abordagem, é apresentado um caso prático de aplicação a um processo de produção de puxadores de portas, o qual consiste numa célula de produção com um layout caracterizado por algumas ineficiências e alguns muda relacionados com tempos de espera, deslocações e transporte desnecessários. Foram feitas observações de campo e a respetiva análise dos dados obtidos para a identificação de pontos críticos suscetíveis a alterações com a finalidade de melhorar a eficiência do fluxo produtivo. As propostas a implementar permitem melhorias consideráveis, primeiramente através da alteração do layout e, posteriormente por meio de correções de ineficiências a nível dos equipamentos. Destaca-se em especial a automação da célula de produção, uma vez que aumentaria a capacidade de resposta às necessidades dos clientes.<br>Companies face constant challenges on their daily activity as a result of the increasing market demands. A sustainable competitive advantage is critical in order to succeed as it allows to be one step ahead comparing to the competition. Therefore, customers’ needs and value creation according to their point of view is the starting point of a long journey. As well as the fact that a well-planned and defined strategy is what justifies getting it out of paper. The operations of the manufacturing plants are highly important when it comes to competitiveness. Non-value-adding activities must be minimized, all the waste eliminated, and the efficiency ameliorated to increase the capacity to respond to customers’ demands and to final products with better quality. A good performance and the success of industry companies’, as in this case the automotive industry, depend on quality management systems in order to achieve goals and assure continuous improvement. This report exposes the main activities developed within the scope of the internship carried out at Huf Portuguesa and focuses on Lean Thinking. To illustrate this approach is presented a case of Lean implementation in door handle process production, which consists of cellular manufacturing area with a layout that presents some inefficiencies and some wastes related to waiting times, unnecessary movements and transportation. Observations in field were made and data analysis allowed to identify critical points susceptible to changes in order to improve the effectiveness of the production flow. The suggestions to be implemented allow considerable improvements, primarily by altering the layout and afterwards by correcting minor inefficiencies at equipment level. Cell automation would be a strong option to consider, as it would increase the responsiveness to costumers’ needs.

碩士<br>國立交通大學<br>高階主管管理碩士學程<br>99<br>In 1980s, Motorola deployed the “Six Sigma” to improve her product quality, not only getting the high company performance, but also getting the Malcolm Baldrige National Quality Award. In the mid. of 1990s, Jack Welch, CEO of GE, introduced the “Six Sigma” into GE, and had GE have an outstanding performance. Lean production is a management philosophy derived mostly from the Toyota Production System. Lean Production is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value and let Toyota become the world's largest automaker from a small company. Lean Six Sigma is a marriage of two otherwise distinct business management strategies, Lean Production and Six Sigma system. Lean Six Sigma provides a method to accelerate a company's decision-making process, while both reducing production inefficiencies as well as increasing product quality. The purpose of this study is to understand the strategy of introducing and the performance of implementing Lean Six Sigma program in enterprise. This study is to focus on the experience in promotion and the problems/issues encountered in the implementation. This study shows the object company’s promotion progress, strategy goal deployment, project selection, training system, project management and final beneficial results. The conclusion shows the key factors of success in Lean Six sigma program promotion are executive level’s support, solid promotion structure and plan, systematic goal deployment, perfect training system, strongly emphasizing financial benefit, closely merging Lean Six Sigma into organization operation and powerful knowledge management system. Finally, this study generates many successful experience and main concerns, and tries to bring up solutions to the enterprises that want to promote Lean Six Sigma.

碩士<br>修平技術學院<br>精實生產管理研究所<br>99<br>After world economic crisis 2008, it may save the cost and increase profit through internal improvement and reduce waste. It is the elite and spirit of “Lean production management“ which method is enterprises will release and apply it. The paper is read case study by literature review to lead into Lean production management technique to improve automobile parts operation performance to increase the efficiency by James P. Womack and Daniel T. Jones technique 5 steps: 1.specify value 2.Identify the value stream 3.Flow 4.Custom pull 5.perfection. The study purpose is to reduce the waste, improve operation performance, save the process flow, shorten operation time and increase productivity, create the competitiveness of enterprises. The result of the study is using the method of Lean Production makes the performance of automobile parts increase more than 25%, and the cost of every improving program reduce 120 thousand dollars. It could be a good example for other factories.

Yes<br>Purpose - This paper is part of a process of ongoing longitudinal cases studies that investigate how Operations Strategy and Lean concepts can be applied within a Healthcare organisation and the degree to which both Lean and Operations Strategy are understood by senior-level NHS personnel. Further interviews and data analysis will examine actual performance of Lean capabilities within the NHS. Design/methodology/approach - For this explanatory multiple-case study project we collected Data through semi-structured interviews with executives in the NHS to understand how operations strategies are developed in the NHS and implemented in NHS hospitals. The Unit of Analysis is the hospital. Multiple (22) interviews took place over 12 months with senior-level personnel responsible for implementing change via Operations Strategy goals, and incorporating Lean initiatives. In addition, to triangulate data, we examined healthcare reports and strategy policy documents from each case hospital. This forms stage 1 of a longitudinal study which will examine the actual performance of Lean within the NHS hospitals across a range of operations parameters and explore links between such capabilities and the role and importance of operations strategy in more detail. Findings - Our Findings lead to the conclusion that operations strategies were not fully developed within the hospitals. In addition, our ongoing data capture shows that ‘Best practice’ was not being disseminated across the NHS, for either patient experience or organisational effectiveness and the role of operations strategy was not fully clear other than as a rather vague ‘umbrella’ term. Despite Lean’s attraction for Healthcare at a micro level, significant operational and cultural hurdles must be overcome for the full strategic benefits of Lean to be realised. A much more holistic approach in providing a full service for the whole of the patient journey is needed. Research limitations/implications (if applicable) - Our sample provides an initial snapshot. A larger number of hospitals and/or further longitudinal research will be needed to deepen understanding of embedding strategic change to improve overall performance. Practical implications (if applicable) - Tackling cultural performance and operational issues at a macro level could help Healthcare providers reconcile the perceived conflicting goals of improving patient care (i.e. service delivery) whilst simultaneously reducing costs. The role of explicit operations strategies could be pivotal in designing and implementing such change. Originality/value - This research builds on and extends the work of Toussaint and Berry (2013), Seddon and O’Donovan (2010) and Carlborg and Kowalkowski (2013). We highlight how some of the apparent contradictions in the requirements of the various stakeholders create operational and strategic tensions. We highlight the multifaceted nature of design and delivery of a multi-touchpoint service within the complexity of a large healthcare provider.

碩士<br>修平科技大學<br>精實生產管理碩士班<br>102<br>Because of market competition, many small and medium-sized enterprises are focusing on reducing the costs of factors such as materials, employee and equipment, but ignoring the importance of eliminating the waste in non-value-added processing, reducing costs, and increasing efficiency. This study, based on applying the concept of Lean Production Management, tends to improve the performance. By referring to James P. Womack and Daniel T. Jones with five steps: 1.Specify the value, 2.Value stream Mapping, 3.Flow, 4.Pull, and, 5.Perfection, it attempts to help the companies to improve the working value, shorten operation time and promote its efficiency. In the finding, it shows that total processing time reduces from original 33 days to 24 days, achieving the company’s goals. The defective ration decrease from 2.5% to 0, handling shortened 126 meters, operator reduces 3 people, and material consumption decreased by 5% which introduced the effective performance of Lean Production have demonstrated 27.3% efficiency on their production capacity and the cost can reduce NT$708,000 dollars per month.

Dissertação de mestrado em Industrial Management and Engineering (Integrated Master's)<br>The main objective of this study is to promote improvement in the management of hospital operations in the imaging sector of a Portuguese public hospital by providing waste reduction and consequently improving patients’ experience. These aspirations include increasing hospital service quality in a continuous and efficient way. This management mindset uncovered flaws such as the existence of divergences between Medical Appointment (MA) and Magnetic Resonance Imaging (MRI) exam scheduling causing the occurrence of ineffective MA (occurring without the respective MRI exam results), the presence of constraints for MRI capacity planning, and the existence of constraints for monitoring equipment availability in the imaging sector. The main aspects considered in this study were the waiting time for MRI exams and the management of imaging resources. One-year retroactive encrypted data from MA and MRI requisitions were provided by the hospital for the development of an algorithm – using Excel Visual Basic for Applications (VBA) and Power Query – to identify the occurrence of ineffective MA. Outcomes obtained from the algorithm revealed 16% of ineffective MA in the period of a year analyzed, which represents a financial loss of €99,580. Also, an optimization model was developed to estimate the optimal monthly MRI production in a dynamic three-year time horizon. The model goal is to minimize yearly MRI exam realization costs and maximize the internal production to gradually reduce the response time, which will consequently decrease the waiting list for MRI exams. The capacity planning optimization model revealed the need for maximum production of MRI for a period of 18 months so that the waiting time for MRI exams reduces from 11 to 3 months. For the issue regarding the existence of constraints for monitoring equipment availability, a dynamic table was developed in Microsoft Excel to calculate the availability of all imaging sector equipment to be implemented by the MRI department. The greatest contribution of this research for hospital managers’ decision-making is by allowing them to improve the imaging sector operations management to maximize internal resource utilization and to deliver a higher quality health service.<br>O principal objetivo deste estudo é promover a melhoria na gestão das operações hospitalares no setor de imagiologia de um hospital público Português, proporcionando a redução do desperdício e, consequentemente, melhorando a experiência dos pacientes. Portanto, aumentar a qualidade do serviço hospitalar de forma contínua e eficiente faz parte das expectativas. Essa mentalidade de gestão possibilitou a identificação de falhas, como: existência de divergências entre o agendamento de consultas médicas e exames de Ressonância Magnética (RM) resultando em consultas médicas ineficazes (que ocorrem sem os respectivos resultados de exames de RM); presença de restrições para o planejamento da capacidade de ressonância magnética; existência de restrições para monitorar a disponibilidade de equipamentos no setor de imagiologia. Os principais aspectos considerados neste estudo foram o tempo de espera por exames de RM e a gestão dos recursos de imagiologia. Dados criptografados retroativos de um ano de consultas médicas e requisições de RM foram fornecidos pelo hospital para o desenvolvimento de um algoritmo – com o uso do Excel Visual Basic for Applications (VBA) e Power Query – para identificar a ocorrência de consultas ineficazes. Os resultados obtidos com o algoritmo revelaram 16% de consultas ineficazes no período de um ano analisado, o que representa uma perda financeira de € 99.580. Além disso, um modelo de otimização foi desenvolvido para estimar a produção mensal ótima de RM num horizonte de tempo dinâmico de três anos. O objetivo do modelo é minimizar os custos anuais de realização de exames de RM e maximizar a produção interna para reduzir gradativamente o tempo de resposta, o que consequentemente diminuirá a lista de espera para exames de RM. O modelo de otimização para planeamento de capacidade revelou a necessidade de produção máxima de ressonância magnética por um período de 18 meses para que o tempo de espera pelos exames de ressonância magnética diminua de 11 para 3 meses. Para a questão da existência de restrições para monitorar a disponibilidade de equipamentos, foi desenvolvida uma tabela dinâmica no Microsoft Excel para calcular a disponibilidade de todos os equipamentos do setor de imagiologia a ser implementada pelo departamento de ressonância magnética. A maior contribuição desta pesquisa para a tomada de decisão dos gestores hospitalares é permitir que melhorem a gestão de operações do setor de imagiologia para maximizar a utilização de recursos internos e fornecer um serviço de saúde com maior qualidade.<br>This work was part of Project HOMLean, “Hospital Operations Management: a Lean Healthcare Framework”, POCI-01-0145-FEDER-030299, funded by FCT–Fundação para a Ciência e Tecnologia, within program FCT/COMPETE2020/POCI Projetos de Investigação Científica e Desenvolvimento Tecnológico (IC&DT) - 02/SAICT/2017