Simulation as a tool for continuous process improvement

Adams, Mel; Componation, Paul J.; Czarnecki, Hank; Schroer, Bernard J.

doi:10.1145/324138.324475

Cited by 42 publications

(17 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Linderman et al (2003) contend that despite the company's inancial success, product and service quality, Six Sigma as goal-theoretic; still lacks theoretical foundation other than best practices for internal and external quality management system. Adams, Componation, Czarnecki & Schroer (1999) scholarly contribution to the existing knowledge in continuous improvement process describe tools in lean manufacturing embarked to process performance improvement opportunities in the quality of operations (Saraiva & Stephanopoulos, 1992). Because of the changes and advent of technologies, market demands, customers buying patterns and business model, service industry organizations have had reinvigorated their way of service provisions, engaged in service process innovation and implemented lean thinking to improve product quality and increased its value.…”

Section: Business Process Innovation Using Lssmentioning

confidence: 99%

A frontier in organizational and business process innovation in service management through lean six sigma Kaizen project implementation

2017

J. adm. bus. stud.

View full text Add to dashboard Cite

Abstract. The rudiments and repercussions of the transformative global economy have reshaped the ServiceManagement industry and other developed economies. Business process innovation using Lean Six Sigma (LSS) methodology has long been considered to improve service quality, process ef iciency, and organizational performance by deploying Kaizen projects. This paper presents the business process innovation using De ine, Measure, Analyze, Improve and Control (DMAIC) methodology. The results show that the Kaizen Project positively impacted the company's productivity and support ef iciency and exceeded Service Level Agreement (SLA). The researcher recommends that the organization should continuously embark on process improvement, document lessons learned, share best practices, and champion LSS projects in larger scale and support operational units in institutionalizing the same innovation. Further studies could be done on the basis of how one-time scheme process better the quality of the service or product by using other framework and process improvement methodology.

show abstract

Section: Business Process Innovation Using Lssmentioning

confidence: 99%

A frontier in organizational and business process innovation in service management through lean six sigma Kaizen project implementation

2017

J. adm. bus. stud.

View full text Add to dashboard Cite

show abstract

“…Simulation may be used to support the continuous improvement process since allows conducting process assessment, documentation, and measurement of the impact of the proposed improvements, and additionally provides an environment to train the students as decision makers (Adams et al 1999). On the other hand, considering the learning process as an improvement process, there are frameworks, models, and methodologies from other knowledge fields, which may be used to design the game.…”

Section: Knowledge Improvement Processmentioning

confidence: 99%

Enhancing simulation as improvement and decision support system tool

Garcia¹

2008

2008 Winter Simulation Conference

View full text Add to dashboard Cite

Lecturing a Discrete Event Simulation course implies some challenges for the instructors. These challenges implies taking decisions from the design of the course to the selection of the didactic strategy to be used in each lecture. On the other hand, the use of games during a lecture make easier the understanding of simulation concepts. Moreover, games may be designed to show the impact of changing the value of the decision variables, similar to a decision support system software. This paper presents a methodology to design an interactive simulation game, useful to teach discrete event simulation for undergraduate courses. The main objective of the game is to create an environment to make easier the students' understanding about simulation, such that they may learn the benefits of using simulation as modeling and analysis tool, and they may receive training on decision making concepts.

show abstract

“…It extends our previous work on single-stage production systems Uzsoy 2011, 2013) by considering multiple-stage infinite-buffer production systems, which requires explicitly modelling the mean and variance of the flow between workcenters. While the use of simulation models to support CI activities is not new (Adams et al 1999), we believe this approach is the first to link a quantitative model of the behaviour of manufacturing systems with a system dynamics model to examine interactions between different CI activities over time. A limitation of the approach in its current form is its restriction to production systems with infinitebuffer capacity; the extension of this approach to finite-buffer lines whose behaviour is affected by blocking behaviour is outside the scope of this paper.…”

Section: Introductionmentioning

confidence: 99%

Assessing the impact of alternative continuous improvement programmes in a flow shop using system dynamics

Filho

Uzsoy

2013

International Journal of Production Research

View full text Add to dashboard Cite

We use a system dynamics simulation model based on the Factory Physics perspective to study the cumulative effect of continuous improvement in arrival variability, process variability, defect rate, time to failure, repair time and set-up time on operating curves in a flow-shop environment. We find that small, simultaneous improvements at multiple locations in the line can provide reductions in cycle time comparable to, or sometimes superior to, those obtained by a major improvement at a single location. The reduction of process variability is often an excellent alternative to reducing the mean of a parameter, because process variability at a given station affects not only that station, but all downstream stations due to its impact on flow variability. Improvements at non-bottleneck stations also have significant benefits, again by reducing the variability of flow to the bottleneck station. These results suggest a broader interpretation of some aspects of the Theory of Constraints, and help explain the successful results of the Toyota Production System.

show abstract

Simulation as a tool for continuous process improvement

Cited by 42 publications

References 4 publications

A frontier in organizational and business process innovation in service management through lean six sigma Kaizen project implementation

A frontier in organizational and business process innovation in service management through lean six sigma Kaizen project implementation

Enhancing simulation as improvement and decision support system tool

Assessing the impact of alternative continuous improvement programmes in a flow shop using system dynamics

Contact Info

Product

Resources

About