The application of dynamic game theory to participant's interaction mechanisms in lean management

Jing, Shuwei; Li, Rui; Niu, Zhanwen; Yan, Jiahui

doi:10.1016/j.cie.2019.106196

Cited by 13 publications

(7 citation statements)

References 19 publications

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“…Internally, the Lean coach empowers employees, guiding them toward self-development, self-regulation, and selfreliance on their path of "learning how to learn" and "constant persuasion of perfection" [7]. B company inspired employees by setting up their own goals and line with company goals.…”

Section: Talent Managementmentioning

confidence: 99%

“…4 Practical LM measures that contributed to IP of B company 4.1 Quality process management and improvement Quality information, like feedback from manufacturing processes that comes at the right time, is expected to boost innovation, and speed up the release of new products [7]. The goal of process improvement (including lean initiatives) is to promote efficiency, standardization, and uniformity, which in turn increases innovative performance [8].…”

Section: Example Company Introductionmentioning

confidence: 99%

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Whether the Lean Management can Affect The Innovative Performance in the Manufacturing Industry – a Case Study of a Chinese State-Owned Company

Zhang

2023

SHS Web Conf.

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With the rapid development of modern Chinese companies, small-and-medium companies play a more and more critical role. At the same time, the competition among Chinese SMEs is also intensifying. This paper proposes the significance of lean management under current enterprise management through the introduc-tion of lean management, how it affects innovation, and the case analysis of a manufacturing SME. The case analysis includes quality process management and improvement, waste elimination, employee participation, good leadership, and supplier relationship. These measures of lean management give a general under-standing of how the company inspires innovation and further show that LM has a remarkable effect on SMEs, especially in the manufacturing sector.

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Section: Talent Managementmentioning

confidence: 99%

Section: Example Company Introductionmentioning

confidence: 99%

Whether the Lean Management can Affect The Innovative Performance in the Manufacturing Industry – a Case Study of a Chinese State-Owned Company

Zhang

2023

SHS Web Conf.

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“…Lack of a culture of knowledge capturing among employees (Lodgaard et al, 2016) Survey (Sola and Mota, 2020;Message Costa et al, 2020) Case study (Lodgaard et al, 2016;Jing et al, 2020)…”

Section: B1mentioning

confidence: 99%

“…Lack of knowledge sharing culture among employees (Lodgaard et al, 2016) Survey (Sola and Mota, 2020) Case study (Lodgaard et al, 2016;Jing et al, 2020) Literature review (Swuste et al, 2020)…”

Section: B1mentioning

confidence: 99%

An integrated fuzzy framework for analyzing barriers to the implementation of continuous improvement in manufacturing

Tavana

Shaabani

Naser

2020

IJQRM

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PurposeDelivering premium services and quality products are critical strategies for success in manufacturing. Continuous improvement (CI), as an underlying foundation for quality management, is an ongoing effort allowing manufacturing companies to see beyond the present to create a bright future. We propose a novel integrated fuzzy framework for analyzing the barriers to the implementation of CI in manufacturing companies.Design/methodology/approachWe use the fuzzy failure mode and effect analysis (FMEA) and a fuzzy Shannon's entropy to identify and weigh the most significant barriers. We then use fuzzy multi-objective optimization based on ratio analysis (MOORA), the fuzzy technique for order of preference by similarity to ideal solution (TOPSIS) and fuzzy simple additive weighting (SAW) methods for prioritizing and ranking the barriers with each method. Finally, we aggregate these results with Copeland's method and extract the main CI implementation barriers in manufacturing.FindingsWe show “low cooperation and integration of the team in CI activities” is the most important barrier in CI implementation. Other important barriers are “limited management support in CI activities,” “low employee involvement in CI activities,” “weak communication system in the organization,” and “lack of knowledge in the organization to implement CI projects.”Originality/valueWe initially identify the barriers to the implementation of CI through rigorous literature review and then apply a unique integrated fuzzy approach to identify the most important barriers based on the opinions of industry experts and academics.

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“…Given that the building surveying is a service-oriented production system, the research focussed mainly on the waste generated in service-oriented systems as identified in the literature. Waste in service-oriented production systems are defined as either a delay, a duplication, an unnecessary movement (Bicheno and Holweg, 2016), an unclear communication, incorrect inventory (Jing et al , 2020), opportunity lost and errors (Zirar et al , 2020). Delay in customer service refers to the variability in wait time for delivery and the variability in perceiving the length of wait time, along with any issues that can arise due to this variability (Bicheno and Holweg, 2016; Silva et al , 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

BIM for lean building surveying services

Mahmood

Abrishami

2020

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Purpose The purpose of this paper is to determine whether the implementation of building information modelling (BIM) concepts of the various processes involved in building surveying practice can lead to a reduction in waste. In turn leading to a synergy between BIM functionalities and lean production concepts. Design/methodology/approach To verify and validate the existence of this synergy between the two methods in building surveying, evidences were gathered from previous literature that supports these interactions. Next, a questionnaire was conducted for the purpose of identifying new interactions and providing further evidence to support existing interactions. Finally, based on the findings from previous literature and the results of the questionnaire, an interaction matrix was constructed linking the two concepts with the relevant evidence found. Findings The results of the questionnaire show that the BIM functionality with the highest interactions, maintenance of information integrity, had a high correlation with the reduction of variability, cycle time, batch size and promoting standardization of value flow. 4 D model-based scheduling, the second highest functionality, showed a high correlation with the reduction of variability, cycle time, batch size and an increase in the use of visual management. Finally, the results of the interaction matrix between the two concepts showed that the BIM functionalities with the most interactions were maintenance of information integrity, visualization of form and the automated generation of models and documents. The lean principles with the most interactions were reducing variability, cycle time, batch size as well as “enables visual management”. While most of these interactions were positive, negative interactions were also observed. These negative interactions were due to the fact that the level of competency and knowledge in BIM for building surveyors is at reduced levels which can lead to increased human errors. Originality/value The significance of this study is to provide the basis for building surveying organizations who wish to implement BIM and how this would lead to a synergy between BIM functionalities and lean principles. Both positive and negative interactions were considered to provide these organizations with different options for waste elimination.

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The application of dynamic game theory to participant's interaction mechanisms in lean management

Cited by 13 publications

References 19 publications

Whether the Lean Management can Affect The Innovative Performance in the Manufacturing Industry – a Case Study of a Chinese State-Owned Company

Whether the Lean Management can Affect The Innovative Performance in the Manufacturing Industry – a Case Study of a Chinese State-Owned Company

An integrated fuzzy framework for analyzing barriers to the implementation of continuous improvement in manufacturing

BIM for lean building surveying services

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