Case Study: A Step-Change and Continuous Improvement in Safety Performance

2001 ◽  
Author(s):  
J.P. Meckert ◽  
M.E. Stephens
Keyword(s):  
Continuous Improvement ◽  
Step Change ◽  
Safety Performance

scholarly journals Enhancing Maritime Crew Resource Management Training by Applying Resilience Engineering: A Case Study of the Bachelor Maritime Officer Training Programme in Rotterdam

2021 ◽  
Vol 11 (8) ◽  
pp. 378
Author(s):  
Jaco Griffioen ◽  
Monique van der Drift ◽  
Hans van den Broek
Keyword(s):  
Resource Management ◽  
Human Error ◽  
Crew Resource Management ◽  
Management Training ◽  
Training Programme ◽  
Point Of View ◽  
Safety Performance ◽  
Resilience Engineering ◽  
Crew Resource Management Training

This paper sets out to enhance current Maritime Crew Resource Management (MCRM) training, and with that to improve the training of technical and non-technical skills given to bachelor maritime officers. The rationale for CRM training is improving safety performance by reducing accidents caused by human error. The central notion of CRM training is that applying good resource management principles during day-to-day operations will lead to a beneficial change in attitudes and behaviour regarding safety. This article therefore indicates that enhanced MCRM should play a more structural role in the training of student officers. However, the key question is: what are the required changes in attitude and behaviour that will create sufficient adaptability to improve safety performance? To provide an answer, we introduce the Resilience Engineering (RE) theory. From an RE point of view, we elaborate on the relation between team adaptability and safety performance, operationalized as a competence profile. In addition, a case study of the ‘Rotterdam Approach’ will be presented, in which the MCRM training design has been enhanced with RE, with the objective to train team adaptability skills for improved safety performance.

scholarly journals Levels in the evolution of continuous improvement: A multiple case study

2014 ◽  
Vol 10 (3) ◽  
Author(s):  
Juan A. Marin-Garcia ◽  
Yolanda Bautista-Poveda ◽  
Julio J. Garcia-Sabater
Keyword(s):  
Continuous Improvement ◽  
Multiple Case Study ◽  
Multiple Case

Business survival and market performance through Lean Six Sigma in the chemical manufacturing industry

2019 ◽  
Vol 10 (2) ◽  
pp. 566-600 ◽  
Author(s):  
Peter Muganyi ◽  
Ignatio Madanhire ◽  
Charles Mbohwa
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Market Performance ◽  
Lean Six Sigma ◽  
Chemical Product ◽  
Business Survival ◽  
Content Type ◽  
Chemical Manufacturing ◽  
Product Manufacturing

Purpose The research paper aims to unveil the practical use of Lean Six Sigma and its effectiveness as a business survival strategic tool by a chemical product realization concern, as well as to establish the market and business performance impacts on the manufacturing entity. Design/methodology/approach A case study approach was pursued with a multi-national chemical manufacturing entity in South Africa. A comprehensive literature research was undertaken to establish the contemporary tools used for implementing Lean Six Sigma, and the classification and flow of tools and steps undertaken to ensure the successful and effective application of Lean Six Sigma in a manufacturing organization and the benefits derived. The critical success factors and reasons of ineffective use of tools are reviewed. To ensure that a comprehensive research was conducted which is relevant to the body of knowledge in engineering, recent articles on the application of Lean Six Sigma were selected and reviewed during the progress of the study to add impetus to the relevance of the findings. Findings The research findings were mainly based on the inferences obtained from a chemical product manufacturing concern in South Africa, to distinguish the efficacy and relevance of Lean Six Sigma as strategic business survival tool and imputing strategic resonance to corporate strategy. Research limitations/implications This research was limited to distinguishing Lean Six Sigma as a business survival strategic tool and an ultimate enhancer of market performance for a chemical product manufacturing entity. The implementation and evaluation of the Lean Six Sigma methodology as a business survival strategic and market performance enhancement option for the case study organization was entailed as the corollary of deductive resemblance to similar entities. Practical implications This study enables continuous improvement practitioners to evaluate the Lean and Six Sigma practices. The advantages posed by the simultaneous and optimized application of the two approaches versus individual application were assessed and verified to produce enhanced continuous improvement. This poses further challenges to scholars and academics to pursue further researches on the practicality of applying Lean Six Sigma as a strategic option. Originality/value The paper prompts the efficacy of well publicized methodologies and evaluates their implementation for strategic performance for manufacturing organizations. The practical application, constraints and resultant effects of deploying Lean Six Sigma were reviewed to give impetus to the methodology.

scholarly journals Implementation of a standard work routine using Lean Manufacturing tools: A case Study

2021 ◽  
Vol 28 (1) ◽  
Author(s):  
Diego Michael Cornelius dos Santos ◽  
Bruna Karine dos Santos ◽  
César Gabriel dos Santos
Keyword(s):  
Continuous Improvement ◽  
Lean Manufacturing ◽  
Assembly Line ◽  
Real Data ◽  
Production Methods ◽  
Standard Work ◽  
Technological Advances ◽  
Work Routine ◽  
Constant Improvement

Abstract: Due to technological advances, trade politicies and society's consumption patterns, competitiveness among companies has increased considerably, requiring practices that provide a constant improvement in production indicators and product quality. In this context, the use of Toyota Production System tools, also known as Lean Manufacturing, have a fundamental role in the elimination of waste and continuous improvement of industrial production levels. Thus, this work aims to implement a standardized work routine among employees working in a market of parts in an Agricultural Machinery industry, which lacks production methods. To represent this situation, real data were used, which correspond to the needs of the assembly line, and which served as the basis for the analysis and implementation of a new work routine. The results obtained enabled the creation of a standardized work routine, which was obtained by balancing activities between operators and eliminating activities that did not add value to the product.

scholarly journals Sustaining Continuous Improvement: A Longitudinal and Regional Study

10.5772/56860 ◽  
2013 ◽  
Vol 5 ◽  
pp. 43 ◽  
Author(s):  
Henry J. Quesada-Pineda ◽  
Johanna Madrigal
Keyword(s):  
Performance Management ◽  
Continuous Improvement ◽  
Geographical Location ◽  
Employee Perceptions ◽  
Regional Study ◽  
Reduction Techniques ◽  
Five Factors ◽  
Quantitative Data Analysis

This paper presents the results of a longitudinal study of four continuous improvement (CI) leader companies in two different global regions. The goal of the research was to understand how employee perception of different factors that impact the long-term sustainability of the CI process might change over time. Quantitative data analysis was used to capture and statistically analyse employee perceptions by CI factor, time, and geographical location. After validation and reduction techniques were applied to the research model, five factors were singled out: change management, strategic planning, knowledge management, performance management, and sustainability of the CI process. For two of the four companies, no changes in perception were found during the period of study for any of the factors. For the other two, however, changes were perceived in at least one of the five constructs in the study. Changes were also found across the regions included. By leveraging the quantitative analysis with qualitative data collected through interviews and visits to the case study companies, we were able to explain the changes in perception and single out the best CI management process to sustain CI in the long term.

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