Continuous Improvement Planning: Case Study of Basic Process Reengineering

Harrison, David; Haug, Roger T.; Baker, Gary H.; Moore, Gary L.

doi:10.1061/(asce)0742-597x(1997)13:4(49)

Cited by 1 publication

(7 citation statements)

References 2 publications

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“…The success of a process improvement effort hinges on the ability of the company to evaluate the impact of the implemented changes (Harrison et al. , 1997).…”

Section: Methodology To Test the Principles For Developing A Frameworkmentioning

confidence: 99%

“…The success of a process improvement effort hinges on the ability of the company to evaluate the impact of the implemented changes (Harrison et al, 1997). Therefore, process performance should be measured and reported for the purpose of continuous improvement (Nadarajah and Kadir, 2016).…”

Section: Measuring Process Improvement Capability To Evaluate the Cre...mentioning

confidence: 99%

“…(3) Identify solutions and analyze impact. Generating or proposing ideas for solutions that can improve current operations and performance is essential after initial analysis Harrison et al (1997). Typically, a deep understanding of the current state must be combined with creative thinking and stretch targets set to foster innovation and systematic problem solving.…”

Section: Managing Improvement Projectsmentioning

confidence: 99%

“…Part of this step includes making a more or less detailed plan for timely implementation of actions. Delegation of time and resources, and assignment of roles and responsibilities for people (Obwegeser et al, 2019;Kumar et al, 2012;Harrison et al, 1997;Nightingale and Mize, 2002). The case company developed a clear plan for implementation activities with a timeline and designation of team members to tasks for every improvement project.…”

Section: Managing Improvement Projectsmentioning

confidence: 99%

“…, 2012; Sunder, 2016; etc. ).Identify improvement options (Harrison et al. , 1997) and analyze the possible solutions (Kumar et al.…”

Section: Key Principles For Digitally Supported Continuous Improvemen...mentioning

confidence: 99%

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Leveraging capabilities for digitally supported process improvement: a framework for combining Lean and ERP

Liutkevičienė

Rytter

Hansen

2022

BPMJ

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PurposeEnterprise resource planning (ERP) and Lean are both widely used approaches to business process improvement. However, research is limited on their interactions when implemented in combination, leveraging the advantages of both. The purpose of this paper is to propose a generic framework for implementing ERP and Lean in combination to develop digitally supported business process improvement capability and improved competitiveness.Design/methodology/approachPrinciples and elements for the framework were derived from the extant literature and subsequently applied as input for solution incubation using design science research (DSR) in a five-year case study. Study results and learnings enabled solution refinement and the development of a generic framework for digital supported process improvement capabilities.FindingsThe paper presents a case study narrative and proposes a framework for digitally supported business process improvement capability based on Lean and enabled digitally by ERP. The framework delivers tangible productivity and quality improvements deployed, and an increase of continuous improvement capability.Originality/valueThis paper provides a novel generic framework and a set of guidelines for implementing Lean and ERP in SMEs and/or service companies to improve their business process excellence. The paper contributes to the scientific literature by providing insights on how SMEs and service operations can integrate Lean and ERP methods, digitalize and streamline processes in the organization and build continuous improvement capabilities.

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“…The success of a process improvement effort hinges on the ability of the company to evaluate the impact of the implemented changes (Harrison et al. , 1997).…”

Section: Methodology To Test the Principles For Developing A Frameworkmentioning

confidence: 99%

Section: Measuring Process Improvement Capability To Evaluate the Cre...mentioning

confidence: 99%

Section: Managing Improvement Projectsmentioning

confidence: 99%

Section: Managing Improvement Projectsmentioning

confidence: 99%

“…, 2012; Sunder, 2016; etc. ).Identify improvement options (Harrison et al. , 1997) and analyze the possible solutions (Kumar et al.…”

Section: Key Principles For Digitally Supported Continuous Improvemen...mentioning

confidence: 99%

See 3 more Smart Citations

Leveraging capabilities for digitally supported process improvement: a framework for combining Lean and ERP

Liutkevičienė

Rytter

Hansen

2022

BPMJ

View full text Add to dashboard Cite

show abstract

Continuous Improvement Planning: Case Study of Basic Process Reengineering

Cited by 1 publication

References 2 publications

Leveraging capabilities for digitally supported process improvement: a framework for combining Lean and ERP

Leveraging capabilities for digitally supported process improvement: a framework for combining Lean and ERP

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