INTEGRATING PEOPLE‚ PROCESS‚ AND TECHNOLOGY IN LEAN HEALTHCARE by Brock C. Husby A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy (Industrial and Operations Engineering) in The University of Michigan 2012 Doctoral Committee: Professor Jeffrey K. Liker‚ Chair Professor Lawrence Martin Seiford Professor Richard Van Harrison Associate Professor Young Kyun Ro
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Club ’ on North Virginia Street in downtown Reno. He ensured that his customers were very comfortable while they played bingo. He even had steam pipes installed at the club entrance so that they need not walk on snow while coming to the club. In the mid-1950s‚ Mr. Harrah began acquiring and developing several clubs at Lake Tahoe in Stateline‚ Nevada. Harrah ’s had emerged as a leading name in the casino business by the late 1950s. In 1962‚ he went on to build a 400-room hotel tower in Reno. A 400-seat
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The lean accounting method was first developed and introduced by Toyota and other Japanese companies. Toyota executives claim that the famed Toyota Production System was inspired by what they learned during visits to the Ford Motor Company in the 1920s and developed by Toyota leaders such as Taiichi Ohno and consultant Shigeo Shingo after World War II. As pioneer American and European companies embraced lean manufacturing methods in the late 1980s‚ they discovered that lean thinking must be applied
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Intermediate Maintenance Activities JIT Just-in-Time LSS Lean Six-Sigma MATCON Material Control MC Mission Capable MDT Mean Down Time MDU Material Delivery Unit MEI Major Engine Inspection MTBF Mean Time Between Failure NMC Non-Mission-Capable NRFI Not Ready for Issue OIC Officer-in-Charge PC Production Control QAR Quality Assurance Representative QECK Quick Engine Change Kit RFI Ready for Issue RFT Ready for Test ROI Return on Investment SE Support
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Lean production: Successful implementation of organisational change in operations instead of short term cost reduction efforts by Thorsten Ahrens Lean Alliance® GmbH Im Schlosshof 4a • D-82229 Seefeld • Germany • Tel: +49 (08152) 7944-94• Fax: +49 (08152) 7944-93 © 2006 Lean Alliance. All Rights Reserved. This product‚ and any parts thereof‚ may not be reproduced in any form or used in any manner whatsoever without direct permission from the owners of the Lean Alliance. 1 Abstract
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A CRITICAL ANALYSIS OF THE IMPLEMENTATION OF LEAN PRINCIPLES IN THE SERVICE INDUSTRY The operational systems of organizations can be viewed as open systems‚ which interact with their respective environments on a continuous basis. In this context‚ these systems comprise synergetic and interdependent subsystems of input‚ process and output with the main objective of these systems being to efficiently and effectively deliver goods and/or services to their demanding customers (Yasin and Wafa‚ 2002)
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to their effectiveness‚ speed of reaction‚ and flexibility‚ and these had formed a bottleneck restricting the development of enterprises. It was in 1950 that Toyota Motor Corporation first proposed Just-In-Time (JIT) manufacturing systems. Some years later‚ through its assembly with Kaizen‚ Total Quality Management‚ Total Productive Maintenance‚ Cellular Manufacturing and Six Sigma this would lead to the emergence of the Lean Manufacturing production system‚ which focuses mainly on the elimination
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1.0 Introduction Lean manufacturing is the systematic elimination of waste from all aspects of an organization’s operations‚ where waste is viewed as any use or loss of resources that does not lead directly to creating the product or service a customer wants when they want it. In many industrial processes‚ such non-value added activity can comprise more than 90 percent of a factory’s total activity Lean manufacturing or lean production are reasonably new terms that can be traced to Jim Womack‚ Daniel
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relationship‚ have encountered a difficult challenge. The high performance model is seen by a number of practitioners and researchers as the latest attempt to construct an alternative to Taylorism and lean production. Advocates of the high performance workplace (HPW) argue that it places greater emphasis on skill acquisition‚ opportunities to utilise skills‚ employee involvement and influence than lean work places. Appelbaum et al. (2000)‚ in their US-based study‚ report evidence of a positive
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Lean implementation The lean implementation described in the book “Journey to lean”‚ written by Drew‚ McCallum Roggenhoffer describes lean‚ the set of principles‚ practices‚ tools and techniques to address the root causes of the operational under performance. Lean is a systematic approach of eliminating the sources of loss from entire value stream in order to gap between actual performance and the requirement of stakeholders. They authors describes the three kinds of losses as variability‚ inflexibility
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