HY-CHANGE: a hybrid methodology for continuous performance improvement of manufacturing processes

Dassisti, Michele

doi:10.1080/00207540801901840

Cited by 15 publications

(4 citation statements)

References 75 publications

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“…Hill et al (2002, 197) note that "a review of the reengineering and service process design literatures finds thousands of 'how-to' managerial articles and company testimonials, but surprisingly few articles published in academic journals". Whilst scholars have recently expended significant efforts to develop methodologies and roadmaps for conducting process improvement projects (Cottyn et al 2011;Dassisti 2010;Aurich et al 2009;Juan and Ou-Yang 2004), few empirical studies focus on the practices of process improvement used by organisations (Reijers and Liman Mansar 2005;Ayhan et al 2013). As a result, this organisational activity remains more art than science (Liman Mansar and Reijers 2007).…”

Section: Introductionmentioning

confidence: 99%

Four archetypes of process improvement: a Q-methodological study

Ponsignon

Maull

Smart

2013

International Journal of Production Research

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This paper explores the process improvement approaches of organisations. It seeks to identify process redesign principles and the combinations of these principles that are used successfully in industry. We use Q-methodology to explore the viewpoints of a range of highly-experienced process experts about the success of 16 improvement practices. Qmethodology enables the examination of the similarities and differences in the success of the improvement principles used by organisations in order to inform archetypes of process improvement. Overall, our findings suggest that process improvement is determined through the application of two foundational principles combined with one of four archetypes. 'Remove non-value-adding tasks' and 're-sequence tasks' are described as foundational principles of process improvement, whilst outsourcing needs to be approached with caution. Furthermore, we articulate four distinctive archetypes comprising unique configurations of improvement principles that can be used to redesign operational processes. Based on this evidence we propose a typology of process improvement. This work suggests that rather than adopting generic improvement frameworks, managers should consult the typology to determine the archetype in closest proximity to their specific requirements. This study has several limitations including the small number of items populating the concourse and the fact that implementation problems are not taken into account.

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Section: Introductionmentioning

confidence: 99%

Four archetypes of process improvement: a Q-methodological study

Ponsignon

Maull

Smart

2013

International Journal of Production Research

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“…However, it is an extremely expensive endeavor for an organization. To remedy this issue, some researchers support the use of a hybrid model that can consider radical and incremental changes for optimization [65,66]. The hybrid approach takes people as well as technology into account and enables the process to perform better.…”

Section: Discussion and Analysismentioning

confidence: 99%

Analyzing the Effects of Tactical Dependence for Business Process Reengineering and Optimization

Khan

Butt

Mebrahtu

et al. 2020

Designs

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Implementing business and manufacturing process reengineering is challenging and poses major issues. The dependence issues between process functions during the implementation phase are the main reason for the high failure rate of process reengineering. The incompetence in identifying the dependence makes existing business process reengineering approaches static for modern business and manufacturing process structures. This paper has implemented a new process reengineering approach called the Khan–Hassan–Butt (KHB) methodology that incorporates the process interdependence algorithm to identify the dependence issues. The KHB method is a hybrid process reengineering approach to identify dependence issues before implementing changes; thus significantly reducing the failure rate of implementing business process reengineering. The KHB method has been implemented in a Bangladesh fabric manufacturing facility. The mapping and verification of the process have been completed using the WITNESS Horizon 22.5 simulation package. The case study has investigated the fabric production process and identified the dependence issues between each function and suggested changes to optimize the process. The outcome has shown significant improvement in production output and process efficiency.

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“…OM methods to medical settings (Cottyn, Van Landeghem, Stockman, & Derammelaere, 2011;Dassisti, 2010). Yet despite the apparent benefits of Healthcare OM (Brown, Tucker, & Domokos, 2003;McDermott & Stock, 2007), implementation regularly fails (Victor, Boynton, & Stephens-Jahng, 2000).…”

Section: Introductionmentioning

confidence: 99%

Exploring the Implementation of Standardized Processes in a Professional Setting

2019

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In this study, we investigate the process of standardising people-centric, knowledge-intensive, professional work, specifically attempts to adopt a common standard for hospital stroke care. In operations management (OM), standardization (i.e. eliminating various aspects of process variation) is central to increased control but in professional work, managerial influence is more limited because (medical) professionals deploying specialized knowledge enjoy, by definition, significant autonomy. The research is built upon an in-depth longitudinal case study in a UK hospital that confirms the value of standardization in healthcare work but also strongly emphasizes that it must be understood as a multi-dimensional puzzle. The findings confirm established but under-developed, insights regarding limitations of the dominant OM process design logic, namely flow dependency. Our analysis clearly shows that variation is also driven by sharing (i.e. suboptimal layouts, high-utilisation and high-variability of resources) and fit (i.e. conflicting KPIs) dependency considerations. More specifically, we observed -often via the use of shared (or not) pathway artefacts (maps, etc.) -that autonomy has negative and positive impacts on inter-professional collaboration.Autonomy frequently led to minimally shared mental models of care, perspectives on the best interests of the patient, etc. and (often highly dysfunctional) competition between individuals and groups. Where we observed effective inter-professional collaboration, it had been achieved through relational resources (i.e. shared goals, interests etc.) developed via continuous interaction and knowledge sharing mechanisms.However, pathway capacity issues (i.e. staff and bed availability, etc) moderated such interactions. The paper concludes by discussing how these insights can help healthcare operations managers and other professionals to design better process and implementation strategies that improve the delivery of care.

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HY-CHANGE: a hybrid methodology for continuous performance improvement of manufacturing processes

Cited by 15 publications

References 75 publications

Four archetypes of process improvement: a Q-methodological study

Four archetypes of process improvement: a Q-methodological study

Analyzing the Effects of Tactical Dependence for Business Process Reengineering and Optimization

Exploring the Implementation of Standardized Processes in a Professional Setting

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