Performance Improvement Module: Achieving Continuous Improvement in Operations

2009 ◽  
Author(s):  
Robert Landel
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement

scholarly journals Lean Six Sigma in Africa: Fad or real solution of competitiveness?

2013 ◽  
Vol 6 (3) ◽  
pp. 861-866 ◽  
Author(s):  
Said El Mezouari ◽  
Zahira Bouaouda ◽  
Hicham Drissi
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Business Development ◽  
The Other ◽  
Real Solution ◽  
Management Instrument ◽  
To Come ◽  
The Right

Companies tend increasingly to turn to the so-called continuous improvement in order to improve their performance and thus enhance their competitiveness approaches. In times of crisis, the use of these approaches becomes mandatory. In this context, the Lean Six Sigma is incontestably today a vehicle for business development as it allows performance improvement through various appropriate tools on one side, and incitement to contribution of different actors in the company, on the other side. In Africa, the Lean Six Sigma looks like an opportunity that seems to come at the right time in an environment that seems to need it. Is it then a management instrument emerging from a fad phenomena, or is it a real tool for performance improving for African companies, responding to a real need?

Driving Superior Performance in Brazilian Pre-Salt - The Challenges, Solutions and Achievements of Shell and Providers in Exploratory Pre-Salt Wells in Brazil

2021 ◽  
Author(s):  
Enrique Barrios ◽  
Rafael Santos ◽  
Robin Hartmann ◽  
Vinícius Pessanha ◽  
Romulo Adrien Neves ◽  
...  
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Safety Culture ◽  
Service Providers ◽  
Superior Performance ◽  
Phase Duration ◽  
Drilling Performance ◽  
Collaborative Environment ◽  
World Class ◽  
Drilling Time

Abstract The Brazilian Pre-Salt has gained importance as an essential world-class province given its prolific production and thanks to its many challenges, it has incentivized the market to look for better ways to faces these technical challenges safely. This article aims to describe the main challenges faced by Shell and Constellation as well as the approach adopted to improve the operations’ safety and reduce drilling time, significantly reducing the drilling costs in an exploratory campaign in the Brazilian Pre-Salt. The campaign was based on the buildup of a partnership between the drilling contractor, operator and the main services provider, Halliburton, creating a transparent and collaborative environment, which improved all parties’ ownership and accountability. The application of many processes and techniques such as Step Seven, Stop Work Authority and Design of Work improved safety and efficiency. A precise equipment selection, detailed planning and careful execution with disciplined application of a learning mindset were also paramount to drilling performance. Four pre-salt wells were drilled in the campaign at Sul de Gato de Mato (2 wells), Alto de Cabo Frio and Saturno prospects with all of them qualifying in terms of drilling time as best in class (BIC), i.e., within the top 5% percentile. In 2019, the GdM3 well was the fastest delivery of a pre-salt well out of the 250+ wells in the region. The well GdM4 drilled in 2020 as part of the same campaign broke the previous record by seven days, being the fastest pre-salt well ever drilled with its 18 dry hole days mark. The main reason associated with the campaign´s success was the utilization of the DID-PDCA methodology, which promoted the integration of all the workforce in a cycle towards continuous improvement by: (i) carefully selecting the equipment and experienced service providers, (ii) generating detailed plans of the drilling activity and engaging all those involved in the delivery, (iii) establishing and applying a HSE strategy for safety culture enhanced and (iv) constantly monitoring of performance and discussing the next steps. Along this article a summary of well layout, the drilling phase duration, some of the key performance improvement initiatives as well as how they were generated will be shared.

DO MARKET ORIENTATION HAVE IMPORTANT ROLE IN ACHIEVING ACADEMIC ACREDITATION IMPROVEMENT?

2019 ◽  
Vol 2 (1) ◽  
pp. 18-30
Author(s):  
Renny Silviana Fajrin ◽  
Ahmad Ikhwan Setiawan ◽  
Sarwoto . ◽  
Asri Laksmi Riani
Keyword(s):  
Quality Management ◽  
Market Orientation ◽  
Performance Improvement ◽  
Continuous Improvement ◽  
Process Improvement ◽  
Sampling Technique ◽  
Management Process ◽  
Study Program ◽  
Marketing Activities ◽  
Quality Process

This research aimed to explain the influence of market orientation in achieving quality management process for universities’ performance improvement. This study enriched some important marketing activities (students’ needs, competitive benchmarking) in the success of quality management for universities (innovation in process, continuous improvement, and harmonized supervision quality). There were 101 respondents here, those are the head of study program from some universities. It was a purposive sampling technique used and the data was analyzed with PLS. Market orientation was important as the entrance of quality process improvement. Universities which had market orientation would always enhance the process of quality management so that their department’s performances would gradually improve. It was important to focus on students’ needs and competitive benchmarking as the novelty for research in universities’ quality management process.

Performance Improvement of a Sales Training Feedback System

2019 ◽  
pp. 486-498
Author(s):  
Simone G. Symonette
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Learning Experience ◽  
Feedback System ◽  
Limited Time ◽  
Design Development ◽  
Training Environment ◽  
Sales Training ◽  
Analysis Design

This case study examines the analysis, design, development, implementation, and continuous improvement of a training feedback system. In this case, the system captured sales training participant feedback and distributed that data to stakeholders to analyze and to resolve problems within the learning experience. The intervention set presented in the case is intended for practitioners who have limited time and resources but are interested in creating a feedback system that meets ever changing business demands in a sales training environment.

Continuous improvement strategies across manufacturing SMEs of Northern India

2017 ◽  
Vol 8 (2) ◽  
pp. 225-243 ◽  
Author(s):  
Jagdeep Singh Sraun ◽  
Harwinder Singh
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Negative Impact ◽  
Performance Parameters ◽  
Content Type ◽  
Performance Improvements ◽  
Northern India ◽  
Manufacturing Performance ◽  
Manufacturing Organizations ◽  
Strategic Implementation

Purpose The purpose of this paper is to investigate the contributions of successful continuous improvement (CI) strategic implementation to competitive manufacturing. It also seeks to critically examine the level of importance of CI strategy implementation in Indian manufacturing organizations. Design/methodology/approach A reasonably large number of manufacturing organizations with successful experience of CI approach have been surveyed to assess the contributions of CI strategies and approach towards accruing useful benefits. The study involves working out the correlations between various CI strategies and manufacturing performance parameters to ascertain the contributions of significant strategies towards realization of manufacturing performance improvement. Findings The results of investigation demonstrated that CI strategies and approach significantly aimed at improving the quality of product manufactured by small- and medium-scale manufacturing enterprises. Supportive tools have negative impact on manufacturing performance parameters. Total productive maintenance strategies have highly significant impact on manufacturing performance improvement. Practical implications The study establishes that CI strategic implementation can systematically contribute towards realization of significant manufacturing performance enhancements. Originality/value The study highlights both positive and negative potentials of CI strategic implementation affecting performance improvements. The achievements of Indian manufacturing organizations through proactive CI approach have been evaluated and the critical impact of CI strategies has been identified for enhancing the effectiveness of CI activities in the Indian context.

Performance Improvement of a Sales Training Feedback System

2015 ◽  
pp. 18-33
Author(s):  
Simone G. Symonette
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Learning Experience ◽  
Feedback System ◽  
Limited Time ◽  
Design Development ◽  
Training Environment ◽  
Sales Training ◽  
Analysis Design

This case study examines the analysis, design, development, implementation, and continuous improvement of a training feedback system. In this case, the system captured sales training participant feedback and distributed that data to stakeholders to analyze and to resolve problems within the learning experience. The intervention set presented in the case is intended for practitioners who have limited time and resources but are interested in creating a feedback system that meets ever changing business demands in a sales training environment.

Operational performance improvement through continuous improvement initiatives in micro-enterprises of Turkey

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guven Gurkan Inan ◽  
Zahit Ergun Gungor ◽  
Umit Sezer Bititci ◽  
Sarina Abdul Halim-Lim
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Vital Role ◽  
Control Culture ◽  
Data Availability ◽  
Production Costs ◽  
Operational Performance ◽  
Content Type ◽  
Company Culture ◽  
Micro Enterprises

PurposeMicro-enterprises have a vital role in the development of a nation by creating employment, encouraging entrepreneurship, balancing social income and educating the workforce. Yet, micro-enterprises face significant operational challenges such as low productivity, high production costs and long changeover times. These challenges are often overlooked by researchers and practitioners but have a drastic impact on micro-enterprises' operational performance. With over 95% of the economy consisting of micro-enterprises, it is vital to improve operational performance and competitiveness of the micro-enterprises.Design/methodology/approachConsidering the data availability and practical challenges of gathering data from micro-enterprises, an action research methodology was selected as a suitable research method. Following the initial diagnostic visits, planned interventions were prepared and results were observed to gather data and draw conclusions.FindingsFindings suggest that commonly adapted performance improvement initiatives by large enterprises cannot be directly applied in micro-enterprises to enhance operational performance. Micro-enterprises lack the critical resources and company culture to easily adapt these initiatives. On the other hand, when these performance improvement initiatives are filtered according to specific needs of micro-enterprises, continuous improvement initiatives were often found to be effective in improving operational performance. Specifically, 5S, single-minute exchange of dies (SMED), suggestion schemes, layout improvements, management coaching, visual management, empowerment were found to be useful and suitable to address command and control culture, low productivity, unorganised workspace, undelegated authority, low skilled employees and unwillingness to take responsibility problems.Research limitations/implicationsFurther research is required to investigate the specific factors that affect the adaptation of continuous improvement initiatives such as culture and industry type.Originality/valueThis research extends and contributes the current literature on continuous improvement initiatives by revealing how performance improvement initiatives need to be filtered according to the specific needs of micro-enterprises, and how these initiatives can be used to address specific problems to improve operational efficiency. It provides a conceptual framework to guide the decision-making process on operational performance improvement in micro-enterprises.

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