This article describes the problem of transformation management systems in the area of planning and shop flow control of production. The authors present practical experience of building dedicated planning system and using pull logic of flow simulation in this process. The research works were carried out in industrial engineering in complex environmental conditions of production. This was a, mul...

Project management that solely focuses on the management of time, cost and quality cannot comprehensively ensure the satisfactory meeting of a customer’s needs. Project management performance with regard to this issue can be improved by enhancing project management’s ability to meet a customer’s needs. This paper introduces lean project management to address this concern. Lean project managemen...

In this paper, we present a first attempt to integrate Collaboration Engineering with Lean Six Sigma principles applied to Project-based Learning. On the one hand, collaboration is a social and interactive process, where participants join efforts toward a shared common goal. On the other hand, Lean Six Sigma is a unique methodology integrating a shared language, statistical measuring and effect...

Continuous Knowledge Engineering is an alternative approach to knowledge engineering that embraces the philosophy that knowledge systems are open-ended, dynamic artefacts that develop through a learning process in reaction to their environment. This approach is based on the debate on symbolic and situated models of human cognition and aims to make knowledge engineering a learning process by adh...

The main focus of this paper is to indicate the effect of quality management practices and concurrent engineering on business performance improvement. The research has been done by taking one of Brewery Company (Meta Abo Brewery S. Co) as a case study. Practical secondary data have been collected and analyzed to understand what it seems the actual company’s business results growth rate in terms...

OBJECTIVES To date, experiences of leaders in the implementation of Lean after a Lean Training Programme have not been systematically investigated within teaching hospitals. Existing studies have identified barriers and facilitators only from an improvement programme perspective and have not considered the experiences of leaders themselves. This study aims to bridge this gap. DESIGN Semistruc...

OBJECTIVES To support our Lean culture of continuous improvement, we implemented a daily management system designed so critical metrics of operational success were the focus of local teams to drive improvements. METHODS We innovated a standardized visual daily management board composed of metric categories of Quality, Time, Inventory, Productivity, and Safety (QTIPS); frequency trending; root...

Motivate, Innovate, Celebrate: an innovative shared governance model through the establishment of continuous quality improvement (CQI) councils was implemented across the London Health Sciences Centre (LHSC). The model leverages agent-specific knowledge at the point of care and provides a structure aimed at building human resources capacity and sustaining enhancements to quality and safe care d...