Problematic statistical analyses in Zacharias et al.

Thomas, D. M.

doi:10.1016/j.homp.2009.02.001

Cited by 4 publications

(11 citation statements)

References 2 publications

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“…Interestingly, the rationale for the selection and combination of the tools/techniques is absent from most of the Lean SME literature, which given the holistic approach advocated as important for Lean (Hines et al, 2010) to be successfully implemented, would seem to be a notable omission. (2010) and Thomas et al (2009) describe how to employ Lean tools, such as VSM and TPM, at each phase of DMAIC. However, such prescribed models are criticised by Gnanaraj et al.…”

Section: Insert Table 5 About Herementioning

confidence: 99%

“…At the financial level, most researchers posit that SMEs lack the funding Ormsby et al, 1994; Lee, 1996; Dowlatshahi and Taham, 2009;Thomas et al, 2009; 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w resources or the ability to invest the up-front in the time needed to support training and knowledge development (see for example, Mazanai, 2012). Infrastructure, for example in terms of a well-developed key performance indicator (KPI) system, which could be used to support a Lean initiative, is also recognised as a potential disadvantage for Lean SMEs, who may not have had as much of a need for this kind of system before compared to LEs.…”

Section: Is Size Of Firm An Enabler or Inhibitor Of Lean Implementation?mentioning

confidence: 99%

“…Poorer process and quality control tools and systems (Lee, 1996;Lee, 1997) Financial Government support more likely to be available (Dowlatshahi and Taham, 2009) -but dependence on outside agencies like consultants to implement Lean can be problematic (Hu et al, 2014) Lack of sufficient funding and capital Ormsby et al, 1994; Lee, 1996; Dowlatshahi and Taham, 2009;Rymaszewska, 2014;Thomas et al, 2009;) Lack of infrastructure and facilities Panizzolo et al, 2012) Customer More direct contact with customers (Winston and Heiko, 1990) Less able to influence demand volatility and variability Dowlatshahi and Taham, 2009;Rymaszewska, 2013) Producing in small lots to meet various demand (Lee, 1996) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60…”

Section: Organisationalmentioning

confidence: 99%

“…Poorer process and quality control tools and systems (Lee, 1996;Lee, 1997) Financial Government support more likely to be available (Dowlatshahi and Taham, 2009) -but dependence on outside agencies like consultants to implement Lean can be problematic (Hu et al, 2014) Lack of sufficient funding and capital Ormsby et al, 1994; Lee, 1996; Dowlatshahi and Taham, 2009;Rymaszewska, 2014;Thomas et al, 2009 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 <b>1. Originality and contribution: </b> Does the paper contain new and significant information about theory, practice or application to justify publication?…”

Section: Operationalmentioning

confidence: 99%

“…Interestingly, the rationale for the selection and combination of the tools/techniques is absent from most of the Lean SME literature, which given the holistic approach advocated as important for Lean (Hines et al, 2010) to be successfully implemented, would seem to be a notable omission. (Nabhani and Shokri, 2009), ultimately to reduce both manufacturing and service costs and improve customer satisfaction (Thomas et al, 2009). There is clearly a natural link between Six Sigma and Lean and some SMEs are utilising this.…”

Section: Insert Table 5 About Herementioning

confidence: 99%

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Lean implementation within SMEs: a literature review

Mason

Williams

et al. 2015

Journal of Manufacturing Technology Management

221

244

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Journal of Manufacturing Technology Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w IntroductionThe modern marketplace is commonly characterised in many sectors by hypercompetition, a state, which has accrued over many years (D'Aveni 1994). Hypercompetition has been driven by the combined impact of macro-forces changing the nature of both supply and demand. On the supply side, environmental factors such as the increasing globalisation and deregulation of commerce have opened up markets to be provided for by a greater volume of companies (Harvey et al. 2001). This has combined with the development and adoption of new technologies, which has enhanced the sophistication of supply capabilities (Harvey et al. 2001). On the demand side, customers, presented with this increased proliferation and sophistication of choice in supply, are characterised by a growing assertiveness in seeking out better and better values when selecting products and services (Bhamu and Sangwan 2014).For organisations, hyper-competition has led to a realisation that more demanding rules for business now exist to be successful in the modern age. There needs to be a full recognition of what customers' value combined with a focus on the optimisation of operating processes to effectively compete in serving customers (Bowersox et al., 2000). The "Lean" business ideology (Bhasin 2013), which has been one of the dominant research areas in Operations Management (Voss 1995, Shah andWard 2003), has thus been turned to by many organisations to guide their mind-set and efforts in addressing these needs. Lean sets out a methodology for being highly responsive to customers' demands whilst constantly challenging costs and wastes throughout supply networks (Bhamu and Sangwan 2014, Shah andWard 2007). So, it would appear that Lean can be applicable to all sizes of enterprise in their endeavours to become more competitive to sustain, and possibly enhance, their position in the modern marketplace. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w Broadly, organisations can be simply categorised into two groups: Large Enterprises (LEs) and Small and Medium sized Enterprises (SMEs). It would appear however, that there is a significantly lower up take lower take up of Lean in SMEs compared to LEs (Shah and Ward 2003) and that many SMEs are still unfamiliar with Lean implementation (Achanga et al. 2006). Research has indicated that this is due to many factors, which will be further explored and examined in this paper. While several studies that have addressed Lean implementation in general (e.g. Hines et al. 2004, Holweg 2007, Moyano-Fuentes and S...

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Section: Insert Table 5 About Herementioning

confidence: 99%

Section: Is Size Of Firm An Enabler or Inhibitor Of Lean Implementation?mentioning

confidence: 99%

Section: Organisationalmentioning

confidence: 99%

“…Poorer process and quality control tools and systems (Lee, 1996;Lee, 1997) Financial Government support more likely to be available (Dowlatshahi and Taham, 2009) -but dependence on outside agencies like consultants to implement Lean can be problematic (Hu et al, 2014) Lack of sufficient funding and capital Ormsby et al, 1994; Lee, 1996; Dowlatshahi and Taham, 2009;Rymaszewska, 2014;Thomas et al, 2009 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 <b>1. Originality and contribution: </b> Does the paper contain new and significant information about theory, practice or application to justify publication?…”

Section: Operationalmentioning

confidence: 99%

“…Interestingly, the rationale for the selection and combination of the tools/techniques is absent from most of the Lean SME literature, which given the holistic approach advocated as important for Lean (Hines et al, 2010) to be successfully implemented, would seem to be a notable omission. (Nabhani and Shokri, 2009), ultimately to reduce both manufacturing and service costs and improve customer satisfaction (Thomas et al, 2009). There is clearly a natural link between Six Sigma and Lean and some SMEs are utilising this.…”

Section: Insert Table 5 About Herementioning

confidence: 99%

See 3 more Smart Citations

Lean implementation within SMEs: a literature review

Mason

Williams

et al. 2015

Journal of Manufacturing Technology Management

221

244

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Quantifying biogeochemical heterogeneity in soil systems

et al. 2018

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Soils are increasingly perceived as complex systems with properties and biogeochemical functions that vary on millimeter scales. Quantitative information about the resulting biogeochemical heterogeneity is needed to improve process knowledge and to render biogeochemical models more mechanistic. Here we demonstrate how standardized arrays of Pt-electrodes can be used to quantify biogeochemical or 'functional' soil heterogeneity, defined as the extent to which the soil is subdivided into microenvironments. Our case study confirmed the validity of this approach for a soil sequence consisting of a well-drained, a moderately well drained and a poorly drained Mollisol. We found that (i) variations in soil moisture content are the immediate cause for variations in functional heterogeneity, with (ii) soil porosity influencing rates and the magnitude of change. We posit that the deployment of standardized arrays of Pt-electrodes will offer an affordable option to monitor the general metabolic state of the soil system and simultaneously quantify the functional heterogeneity of underlying processes at any point in time. Such information should be useful to improve quantitative estimates of processes as diverse as trace gas emissions, trace gas consumption, reductive dehalogenation and mobilization of metals in the subsurface biosphere.

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OPERATIONAL EARTHQUAKE FORECASTING. State of Knowledge and Guidelines for Utilization

Jordan

Chen

Gasparini

et al. 2011

Annals of Geophysics

213

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Operational earthquake forecasting comprises procedures for gathering and disseminating authoritative information about the time dependence of seismic hazards to help communities prepare for potentially destructive earthquakes. Seismic hazards are known to change with time, in part because earthquakes release energy and suddenly alter the conditions within fault systems that will lead to future earthquakes. Statistical and physical models of earthquake interactions have begun to capture many features of natural seismicity, such as aftershock triggering and the clustering of seismic sequences. These models can be used to estimate future earthquake probabilities conditional on a region's earthquake history.At the present time, earthquake probabilities derived from validated models are too low for precise short-term predictions of when and where big quakes will strike; consequently, no schemes for "deterministic" earthquake prediction have been qualified for operational purposes. However, the methods of probabilistic earthquake forecasting are improving in reliability and skill, and they can provide time-dependent hazard information potentially useful in reducing earthquake losses and enhancing community preparedness and resilience.This report summarizes the current capabilities of probabilistic earthquake forecasting in Italy and elsewhere. It offers recommendations about how to validate and improve operational forecasting procedures and how to increase their utility in civil protection. A. Charge to the CommissionThe International Commission on Earthquake Forecasting for Civil Protection ("the Commission" or ICEF) was authorized by Article 6 of Ordinanza del Presidente del Consiglio dei Ministri no. 3757, issued on 21 April 2009. The Commission was appointed by Dr. Guido Bertolaso, head of the Dipartimento della Protezione Civile (DPC), with the following statement of charge:1. Report on the current state of knowledge of short-term prediction and forecasting of tectonic earthquakes.

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Problematic statistical analyses in Zacharias et al.

Cited by 4 publications

References 2 publications

Lean implementation within SMEs: a literature review

Lean implementation within SMEs: a literature review

Quantifying biogeochemical heterogeneity in soil systems

OPERATIONAL EARTHQUAKE FORECASTING. State of Knowledge and Guidelines for Utilization

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