Tidigare forskning visar att organisationer behöver utveckla och leverera det den redan gör ochsamtidigt göra det på nya sätt för att inte riskera att stagnera. Att balansera dessa delar visar sigdock inte vara så lätt enär rådande kvalitetspraxis mer tenderar att handla om att utveckla depågående processerna än att skapa innovationshöjd. En avgörande faktor vad gäller arbete medständiga förbättringar och innovation är ett engagerat ledarskap. Trots att ledarskapidentifierats som en nyckelfaktor till framgång finns kunskapsluckor om hur företag ska ledasför att både leverera det man gör och samtidigt vara innovativa.Den här studien syftar till att bidra med kunskapsutveckling kring hur företag kan ledas för attbåde leverera det man gör och samtidigt vara innovativa. Studien har fokus på mjuka värdensåsom ledarskap, kultur, samt innovation och ständiga förbättringar som vi finner intressantaför aktuella forskningsfrågor.En kvantitativ studie genomfördes i form av en enkätundersökning för att få en nulägesbild avhur organisationens chefer och medarbetare ser på kvalitets- och innovationsarbete.Resultatet påvisar att det finns utvecklingspotential att arbeta med organisationskulturellaverktyg. Organisationens chefer måste få ökad kunskap, förståelse och utbildning om hur dekan arbeta med dessa vid arbete med ständiga förbättringar och innovation.Slutsaten av undersökningen är att ledare med hjälp av organisationskulturella verktyg kanskapa förutsättningar att kombinera utvecklande av det man redan gör med innovation.Avgörande är att det finns ett helhetstänk som genomsyrar hela organisationen samt att cheferhar förmågan att skapa ett motiverande klimat där medarbetarnas idéer synligt stöds, belönasoch följs upp, samt att ledare kan hantera fel och brister i positiv anda. En nyckelfaktor ärsåledes förmågan att kommunicera. / Previous research shows that organizations need to develop and deliver what they already dobut to do so in new ways so as not to risk stagnating. Balancing these elements, however, doesnot turn out to be so easy, even if current quality practices tend to be more about developingongoing processes than creating new heights of innovation. A crucial factor in the work ofcontinuous improvement and innovation is committed leadership. Although leadership hasbeen identified as a key factor in success, there are knowledge gaps about how companiesshould be managed to both deliver what they do and at the same time be innovative.This study aims to contribute to the development of knowledge on how companies can be ledto both deliver what they do and at the same time be innovative. The study has chosen to focuson soft values such as leadership, culture, as well as innovation and continuous improvementsthat we find interesting for current research issues.A quantitative study was conducted in the form of a survey to get a current picture of how theorganization's managers and employees view quality and innovation work.The results show that there is development potential to work with organizational cultural tools.The organization's managers need to be given increased knowledge, understanding and trainingon how they can work with them when working with continuous improvement and innovation.The conclusion of the survey is that leaders, with the help of organizational cultural tools, cancreate the conditions to combine the development of what you already do with innovation.Crucially, there is a holistic approach that permeates the entire organization and that managershave the ability to create a motivating climate where employees ideas are visibly supported,rewarded and followed up and that leaders can handle errors and shortcomings in a positivemanner. A key factor is the ability to communicate. / <p>2020-06-20</p>

Samarbete i välfungerande lag kommer sannolikt att känneteckna framtidens vård, där kombination av olika kompetenser blir viktigare än enskilda professioners insatser. Forskning visar att tvärprofessionellt samarbete är ett område där många olika faktorer påverkar patient- och personalnöjdhet, organisatorisk effektivitet och förutsättningar för innovation. Forskningen lyfter fram betydelsen av fysiska och strukturella förutsättningar och en psykologiskt stödjande miljö som främjar samarbetet. Individer och team måste kunna lita på att de får adekvat stöd för att kunna utföra sina uppgifter. Den här studien syftar till att, genom en kvalitativ fallstudie, bidra med kunskapsutveckling kring vad som behövs för att ett tvär-professionellt samarbete skall kunna leda till ökad innovationsförmåga inom hälso- och sjukvård, och därmed bidra till ökad kundtillfredsställelse för hälso- och sjukvårdens målgrupper och finansiärer (d.v.s. alla samhällsmedborgare).  Intervjuerna i fallstudien ger en bild av vad som krävs för att en samverkansprocess ska fungera i en komplex organisation där verksamhetsutveckling sker samtidigt på praktiker-, lednings och strategisk politisk nivå. Det måste finnas intresse och mandat för att stödja verksamhetsnära utveckling på alla nivåer. Medarbetarna behöver tid och utrymme för utveckling utöver ordinarie arbetsuppgifter. Fallstudien visar att det finns barriärer både inom och utanför organisationen som påverkar förutsättningarna för samarbete som kan skapa innovation i verksamheten. De identifierade förutsättningarna är hierarkiskt relaterade.  Många faktorer samverkar för att skapa patient- och personalnöjdhet, organisatorisk effektivitet och förutsättningar för innovation. En nyckelfaktor för att förankra och implementera verksamhetsutveckling är förmågan att kommunicera inom laget och med andra berörda i den hierarkiska organisationen. Komplexiteten måste ses som fördel för inkludering och innovationsskapande över systemgränserna i hälso-och sjukvården. Det krävs ett också ett lokalt friutrymme som skapar förutsättningar för samarbete och innovation. / Cooperation in well-functioning teams will probably characterize the healthcare of the future, where a combination of different competencies will be more important than the efforts of each individual professional. Research shows that interprofessional collaboration is an area in which many different factors affect patient and staff satisfaction, organizational efficiency and potential for innovation. Research highlights the importance of both physical and structural prerequisites and a psychologically supportive environment that promotes collaboration. Individuals and teams must be able to feel confident that that will receive adequate support in order to be able to perform their tasks. This study aims to, through a qualitative case study, contribute with knowledge development regarding what is needed for interprofessional collaboration that leads to Increased innovation abilities in the healthcare sector, thereby contributing to increased customer satisfaction for healthcare target groups and financiers (ie all citizens).  The interviews in the case study provide a picture of what is required for a collaboration process to function in a complex organization, where business development happens simultaneously at the practitioner, management and strategic political level. This requires, on all levels, interest and a mandate that support operational development. Employees need to have time and space for development activities in addition to their regular tasks. The case study shows that barriers exist both within and outside an organization that can affect conditions for collaboration creating operation innovation. The prerequisites that have been identified conditions are hierarchically related to organizational conditions.  Many factors interact in creating patient and staff satisfaction, organizational efficiency and conditions for innovation. A key factor in anchoring and implementing business development is the ability to communicate within the team and with others involved in the hierarchical organization. One must view complexity in healthcare as an advantage for inclusion and innovation across system boundaries. It also requires a local safe space that creates prerequisites promoting cooperation and innovation / <p>2020-06-06</p>

Performance management of engineering education emerges from the need to assure proper training of future engineers in order to meet the constantly evolving expectations and challenges for the engineering profession. The process of accreditation ensures that engineering graduates are adequately prepared for their professional careers and responsibilities by ensuring that they possess an expected set of mandatory graduate attributes. Engineering programs are required by accreditation bodies to have systematic performance management of their programs that informs a continuous improvement process. Unfortunately, the vast diversity of engineering disciplines, varieties of information systems, and the large number of actors involved in the process makes this task challenging and complex. We performed a systematic literature review of jurisdictions around the world who are doing accreditation and examined how universities across Canada, US and other countries, have addressed tool support for performance management of engineering education. Our initial systematic approach for tool supported performance management evolved from this, and then we refined it through an iterative process of combined action research and design science research. We developed a prototype, Graduate Attribute Information Analysis (GAIA) in collaboration with the School of Electrical Engineering and Computer Science at the University of Ottawa, to support a systematic approach for accreditation of three engineering programs. This thesis contributes to research on the problem by developing a systematic approach, a tool that supports it, a set of related data transformations, and a tool-assessment checklist. Our systematic approach for tool-supported performance management addresses system architecture, a common continuous improvement process, a common set of key performance indicators, and identifies the performance management forms and reports needed to analyze graduate attribute data. The data transformation and analysis techniques we demonstrate ensure the accurate analysis of statistical and historical trends.

abstract: The most common approach to improvement of educational systems has been the adoption of episodic initiatives and short-lived improvement programs. In recent years, a continuous improvement (CI) approach has made it onto the education scene, but the effects of continuous improvement in education remain largely unstudied. This study addressed the need to examine the long term impacts of CI in educational organizations. Using a CI framework, this mixed methods action research (MMAR) study was conducted to examine the impact of CI on one school district’s measures of quality, stakeholder satisfaction, and cost savings, as well as to determine the value of CI leadership coaching, according to district leaders. Qualitative data included interviews with and observations of school district leaders and the CI leadership coach. Quantitative data included stakeholder surveys, district scorecards, and state data dashboard reports. Results indicated improvement from a CI approach was slow to occur, though CI positively impacted some quality outcomes, primarily in the area of math. CI positively impacted student satisfaction, though it had minimal impact on employee and parent satisfaction. The district experienced cost savings as a result of CI, and CI leadership coaching was reported as highly valued by district leaders. The results of the study suggest a systematic CI approach and coaching support can impact change over time, but requires patience and a within district executive leader champion. / Dissertation/Thesis / Doctoral Dissertation Leadership and Innovation 2019

The medical device industry has for a long time lagged behind other industries in terms of adopting new tools for process improvements. Despite showing promising results from various industries, some more heavily regulated than others, modelling and simulation has not yet gained traction within the medical device industry for performing production improvements. The industry has instead relied upon proven improvement philosophies which are believed to generate a desirable outcome. With the purpose of investigating how this novel tool can be combined with current improvement efforts as well as understanding why it has not yet been accepted, a case study was conducted at the Uppsala facility of Johnson &amp; Johnson Vision. A mixed methodological approach was used, where quantitative and qualitative data was analyzed in combination. Semi-structured interviews and structed observations provided empirical evidence for a thematic analysis and a simulation-based bottleneck analysis. Rather than proving that a simulation-based bottleneck was possible in this particular setting, it was used to confirm its applicability in combination with other tools and improvement philosophies. The study concludes that the issue is not strictly related to the use of modelling and simulation but is rather related to the reactive mind-set which has become a consequence of the rigorous regulatory landscape that the industry is encompassed by.

As a general rule, companies have focused most of their improvement initiatives in manufacturing and operations, leaving their internal service processes behind. This study presents a FRACAS process which is underperforming in terms of lead time. The process is studied in detail and the people who work with it were interviewed to find out how they think the process inhibits their work. The contribution this study makes is that it provides an example of what lean FRACAS could mean. The studied process presents itself as non-compliant with what the employees wish from such a process. This in turn causes these employees to underperform since they think that the process does not seem to provide value to neither themselves nor the customers.

Le monde industriel actuel connaît des changements fréquents et parfois brutaux suite aux progrès que connaissent la science et les technologies et aux besoins des clients, qui sont de plus en plus exigeants. Par conséquent, pour faire face à ces perturbations et assurer leur compétitivité, les industriels développent des méthodes pour maîtriser et améliorer leur processus pour plus de performance. Le Lean management est une de ces méthodes qui a pu faire ses preuves dans le pilotage et l’amélioration des processus (en particulier de production).Néanmoins, le Processus de Développement de Produit (PDP) reste le socle des enjeux industriels car c’est à ce stade que les grandes décisions liées à la stratégie, l’organisation, les délais et les coûts de conception et de fabrication sont prises, d’où l’intérêt de développer des méthodes pour piloter et améliorer ce processus. Or, la complexité du PDP rend difficile l’application directe des méthodes Lean déjà existantes.De ce fait, notre projet de recherche a pour objectif de proposer une méthodologie de pilotage et d’amélioration du PDP, basée sur une approche Lean et visant la gestion de la création et de la transformation de la valeur dans ce processus. Cette méthodologie adapte en particulier les deux premiers principes du Lean, à savoir la définition de la valeur et sa cartographie dans le processus considéré.Nous avons donc pu proposer un cadre de définition de la valeur qui puisse s’adapter au cours du temps à la stratégie d’une entreprise. Cette définition vise à une prise en compte exhaustive des parties prenantes du PDP, pour que la valeur soit partagée par tous. Nous avons aussi proposé un outil de cartographie de cette valeur sur le PDP, qui répond aux spécificités du PDP et de la définition de la valeur. L’ensemble de ces travaux ont pu être testés au sein de notre partenaire industriel, Exxelia Technologies. / The current industrial world is facing frequent changes, which are sometimes abrupt. This is due to the scientific and technical progresses and increasingly challenging needs of customers. Therefore, to deal with these disruptions and ensure competitiveness, manufacturers are developing methods to control and improve their processes for greater performance. Lean management is one of such methods that has proven its effectiveness in controlling and improving process (especially in manufacturing process). However, the Product Development Process (PDP) remains one of the most important industrial challenges, since it is where PDP actors take the major decisions related to strategy, organization, delay, development and manufacturing costs. That is why methods to control and improve this process have to be developed. Nevertheless, the PDP complexity makes direct application of existing Lean methods difficult. Thus, this research project aims at proposing a methodology for controlling and improving the PDP based on a Lean approach in order to manage the creation and the transformation of the value in this process. This methodology adapts especially the first two principles of Lean, namely the definition of value and its mapping in the given process. We so propose a framework for defining value that can be adapted to the evolutions of the company’s strategy. This definition tries to exhaustively take into account all the PDP stakeholders, so that the value is shared by everyone. We also propose a value mapping tool for the PDP, which complies with PDP specificities and proposed value definition.All these research works have been tested in the industrial partner, Exxelia Technologies

Le monde industriel actuel connaît des changements fréquents et parfois brutaux suite aux progrès que connaissent la science et les technologies, aux besoins des clients, qui sont de plus en plus exigeants, à la forte présence de la concurrence. Cette variabilité des marchés économique engendre souvent des organisations de travail instables et des facteurs de pénibilité, de stress. Par conséquent, les industriels développent des méthodes pour maitriser et améliorer leur processus pour plus de performance. Le Lean management et l’approche ergonomique sont deux de ces méthodes.Mais elles semblent ne pas encore avoir fait totalement leur preuve pour répondre avec efficience à ce double enjeu qu’est la performance industrielle et la santé au travail. La notion de performance globale, qui englobe ce double enjeu, est complexe et pas simple pour les entreprises.De ce fait, notre projet de recherche a pour objectif de proposer une méthodologie de transformation et de pilotage de la performance globale basée sur une approche mettant en synergie le Lean Manufacturing, l’approche Ergonomique et l’approche Ergomotrice. Elle vise à guider l’entreprise sur un itinéraire de progrès construit à partir d’un processus d’évaluation du niveau de maturité de l’organisation. La matrice de maturité dans sa conception reprend les principes du Lean, de l’approche ergonomique et de l’approche Ergomotrice. Nous avons donc pu proposer un cadre de conduite de changement au sein d’un processus de pilotage rythmé permettant de transformer l’organisation industrielle pour atteindre une vision stratégique de performance globale d’une entreprise. L’ensemble de ces travaux a pu être testé au sein de plusieurs entreprises accompagnées par Valessentia et plus particulièrement au sein de l’entreprise Jean Louis Amiotte. / The current industrial world is facing frequent changes, which are sometimes abrupt. This is due to the scientific and technical progresses and increasingly challenging needs of customers. This market variability often creates unstable work organisations and arduousness and stress factors. Therefore, manufacturers are developing methods to control and improve their processes for greater performance. Lean management and ergonomics approach are two of these approaches.But they seem not having totally demonstrated their efficiency for tackling this double issue that is industrial performance and health-at-work. The notion of global performance, which encompasses this double issue, is complex and not so easy for enterprise to manage.Thus, this research project aims at proposing a methodology for transforming organisation and controlling global performance, on the basis of a synergy between the Lean Manufacturing, the ergonomics approach and the ergomotrice one. It aims at guiding an enterprise on a progress journey built upon an evaluation process of the organisation maturity level. The Maturity Matrix in its design takes into account the main principles of the Lean Manufacturing, the ergonomics approach and the ergomotrice one. We propose a framework for change management inside a rhythmed control process allowing to transform an industrial organisation in order to achieve the enterprise strategic vision of global performance.All these research works have been tested in several companies that have been assisted by Valessentia, and more particularly inside Jean-Louis Amiotte.

No description available.

Abstract Purpose Changing processes and an organization quickly and successfully is a challenging task. Thus, standardization of the process of making changes as well can be useful to reach the goal of increased performance. Many different aspects can be considered when investigating the critical factors that lead to a successful change. Assessing whether these critical factors can be utilized to formulate standards is, therefore, an interesting topic to delve deeper into. Thus, the purpose is “Explore how change management processes in the pulp and paper industry can be standardized, and how the change management process can be improved.” and the research questions (RQ):  RQ1. What are the critical factors of the change management processes in the pulp and paper industry?  RQ2. How can standardization of change management processes be achieved in the pulp and paper industry? Method This is a qualitative study where information has been gathered through a literature review and a multiple case study. The empirical data was primary data gathered through interviews. Theoretical information was gathered based on keywords selected through brainstorming sessions and found in articles. A data analysis model was used when analysing the empirical data.  Findings Six critical factors were found as an answer to RQ1. These six critical factors for pulp and paper industries were found within broader studies on change management factors as well. Standardization of change management processes on a general level was deemed possible. However, when investigating detailed levels of change management processes there are indications that it is possible to some degree, but it is more difficult to transfer a standardized process between different types of changes. Future Research More research can be beneficial in change management on more detailed levels and how standards can be transferred between types of change, and if this is only applicable to pulp and paper industries or to 24-hour continuous production processes. The conceptual maturity model presented in this report could be explored further and has the potential to be modified further to fit the needs of different organizations and industries. The conceptual guideline that was presented in the report needs to be tested and verified. Limitations This project has excluded international factories from its studied area. This project also scopes in toward the pulp and paper industry as its focus and did not analyse if its result is applicable to other industries or not. Additionally, this project did not verify if the implementation of the resulting guidelines yields a positive or negative outcome, further study is required.