Seven Wastes Elimination Targeted by Lean Manufacturing Case Study ″Gaza Strip Manufacturing Firms″

Elnamrouty, Khalil; Abushaaban, Mohammed Sufian Mohammed

doi:10.11648/j.ijefm.20130102.12

Cited by 37 publications

(25 citation statements)

References 5 publications

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“…There are seven key principles of Lean Thinking: eliminate unnecessary waste, achieve a smooth and continuous workflow, automatic detection of production defects, solve problems at their source, and strive for perfection through continuous improvement, workers involvement and empowerment to improve their work, just-in-time delivery of products and materials reducing large stock inventories (Arthur, 2011). Eliminating wastes is fundamental, so Toyota identified the main kinds of wastes that can be transferred and modified according to the problem faced by the researchers (El-Namrouty and Abushaaban, 2013), see Table I.…”

Section: Introductionmentioning

confidence: 99%

Lean Six Sigma approach to reduce LOS through a diagnostic-therapeutic-assistance path at A.O.R.N. A. Cardarelli

Ricciardi

Fiorillo

Valente

et al. 2019

TQM

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Purpose The rise of the mean age incremented the occurrence of femur fractures with respect to the past, leading thus to serious consequences, as regards morbidity and socio-economic impact. The direction of the A.O.R.N. Cardarelli of Naples has introduced a DTAP whose aim was the reduction of LOS. The paper aims to discuss this issue. Design/methodology/approach The aim of this paper is to analyze the introduction of DTAP, employing Lean Thinking and Six Sigma methodology based on the DMAIC cycle. To evaluate the effectiveness of DTAP, two groups of patients have been observed for 14 months (before and after the implementation of DTAP). Findings Statistical tests were performed on the groups and graphics were provided to visualize the decrease of LOS (29.9 per cent). The overall population was also divided in subgroups according to six variables potentially influencing LOS. Research limitations/implications Authors considered six variables of influences; yet, others could be taken into account in the future. Practical implications The decrease of costs due to the management of elderly patients with femur fracture, the optimization of care processes in hospitals and a faster recovery for patients is the tangible contribute of DTAP. Originality/value The implementation of DTAP allowed the hospital to obtain a significant reduction of LOS with a consequently decrease of costs alleviating the hospital and the society from the socio-economic burden and the morbidity of this pathology.

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Section: Introductionmentioning

confidence: 99%

Lean Six Sigma approach to reduce LOS through a diagnostic-therapeutic-assistance path at A.O.R.N. A. Cardarelli

Ricciardi

Fiorillo

Valente

et al. 2019

TQM

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“…Esain et al , 2001; Goriwondo et al , 2011). El-Namrouty and AbuShaaban’s (2013) work even indicates that there can be differences within geographical regions. Collectively they point towards the importance of examining the prevalence of wastes within specific circumstances and the usefulness of Ohno’s categorisation of the seven types of waste in framing such an examination.…”

Section: Literature Reviewmentioning

confidence: 99%

Examining operational wastes within Greek banking operations

Allen

Panagoulis

White

2019

IJPPM

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Purpose In order to address operational effectiveness in the banking sector caused by the 2008 global economic crisis, the purpose of this paper is to examine the nature of operational wastes that exist within four large Greek banks. Design/methodology/approach A Delphi study was undertaken with ten managers and ten employees. Findings The waste of underutilised people is found to be the dominant form of waste present and affecting the efficiency of banking operations, and managers and employees consider the waste of underutilised people as having a significant influence on the efficiency of the banking sector. Practical implications This has implications for managers of banking operations needing to address efficiencies in an increasingly competitive global economic environment. The paper also highlights the drawbacks of analysing typologies of waste across organisations and industrial sectors. Originality/value While some studies have examined the overall efficiency banking sector, to date, none has explored the nature of the inefficiencies that manifest as waste.

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“…Lean is popular because of its methodical approach to streamlining both manufacturing and service processes by eliminating waste while continuing to deliver value to customers (Improta et al, 2018;Cheung et al, 2016). The wastes indicated by Lean Thinking in the manufacturing services are well described by the literature (El-namrouty and Abushaaban, 2013;Torielli et al, 2011) and they are still valid also in the healthcare system:…”

Section: Introductionmentioning

confidence: 99%

Lean Six Sigma in healthcare

Improta

Balato

Ricciardi

et al. 2019

TQM

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Purpose Since healthcare spending accounts for approximately 6.6 per cent of the gross domestic product, reducing waste in health facilities is necessary to generate significant cost savings. After previous work concerning the application of Lean Six Sigma (LSS) to hip surgery, the purpose of this paper is to use LSS as the correct methodology to analyse a clinical pathway. Fast track surgery was introduced to the Complex Operative Unit of Orthopaedic and Traumatology of the University Hospital “Federico II” to improve quality and further reduce costs associated with prosthetic hip replacement surgery. Design/methodology/approach The DMAIC (Define, measure, analyse, improve, control) roadmap was used as the typical problem-solving approach of the LSS methodology. A rigorous process of defining, measuring, analysing, improving and controlling business problems can be used to reach fixed goals. The paper was written following the Standards for Quality Improvement Reporting Excellence (SQUIRES Guidelines). Findings In this work, the authors found that multiple variables could influence the length of hospital stay (LOS) for inpatient treatment, thereby increasing patient management costs due to longer periods of hospitalisation. Therefore, LSS analysis of the implemented corrective actions demonstrated the efficacy and efficiency of the novel protocol. The average LOS was reduced from 10.66 to 7.8 days (−26.8 per cent). Originality/value The introduction of fast track surgery was validated through a rigorous LSS analysis, which demonstrated that the new protocol benefitted both patients and the hospital.

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Seven Wastes Elimination Targeted by Lean Manufacturing Case Study ″Gaza Strip Manufacturing Firms″

Cited by 37 publications

References 5 publications

Lean Six Sigma approach to reduce LOS through a diagnostic-therapeutic-assistance path at A.O.R.N. A. Cardarelli

Lean Six Sigma approach to reduce LOS through a diagnostic-therapeutic-assistance path at A.O.R.N. A. Cardarelli

Examining operational wastes within Greek banking operations

Lean Six Sigma in healthcare

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