<p>Continuous improvement is one of five principles in General Motors – Global Manufacturing System (GM-GMS). GM-GMS has been used by Saab Automobile AB since 2003 and is a central component for realisation of GM’s vision. Internal audits have discovered problems with one of the tools, practical problem solving (PPS), which needs to be improved. The department manufacturing of press and body (PK) wants to survey the problems and initiate a process of improvement. The purpose of this thesis work is to develop a foundation for future re-designs of the PPS process. Employees have been interviewed and observed in order to explore possible difference theoretical and practical problem solving with PPS. The result of the investigation shows 4 different and interrelated problem categories. 1. Information transfer, PPS hand over to product quality engineers (PQE) department cause problem when general assemblies (GA) are excluded from the improvement work. General assemblies do not get any feedback information from (PQE) about planed countermeasures. 2. Problem solving, team leaders has difficulties with identifying the true problem. Using “five-why” during the analysis work causes problem, since team leaders do not have the knowledge of how to use the tool in a proper way. 3. Documentation of PPS, the content in the PPS-form is a problem according to team leaders. Lack of knowledge and understanding of how to use the PPS-document leads to incomplete and incorrect analysis. 4. Coordination of involved people, support and help are missing from the management and quality engineer according team leaders. PPS from Global Costumer Audit are imposing time stress according to team leaders. Recommendations for further work is to investigate the opportunities with a web based PPS and process to improve information transfer and documentation of PPS. A second recommendation is to train and coach team leaders in problem solving and improve coordination of involved people and skills in problem solving.</p>

Continuous improvement is one of five principles in General Motors – Global Manufacturing System (GM-GMS). GM-GMS has been used by Saab Automobile AB since 2003 and is a central component for realisation of GM’s vision. Internal audits have discovered problems with one of the tools, practical problem solving (PPS), which needs to be improved. The department manufacturing of press and body (PK) wants to survey the problems and initiate a process of improvement. The purpose of this thesis work is to develop a foundation for future re-designs of the PPS process. Employees have been interviewed and observed in order to explore possible difference theoretical and practical problem solving with PPS. The result of the investigation shows 4 different and interrelated problem categories. 1. Information transfer, PPS hand over to product quality engineers (PQE) department cause problem when general assemblies (GA) are excluded from the improvement work. General assemblies do not get any feedback information from (PQE) about planed countermeasures. 2. Problem solving, team leaders has difficulties with identifying the true problem. Using “five-why” during the analysis work causes problem, since team leaders do not have the knowledge of how to use the tool in a proper way. 3. Documentation of PPS, the content in the PPS-form is a problem according to team leaders. Lack of knowledge and understanding of how to use the PPS-document leads to incomplete and incorrect analysis. 4. Coordination of involved people, support and help are missing from the management and quality engineer according team leaders. PPS from Global Costumer Audit are imposing time stress according to team leaders. Recommendations for further work is to investigate the opportunities with a web based PPS and process to improve information transfer and documentation of PPS. A second recommendation is to train and coach team leaders in problem solving and improve coordination of involved people and skills in problem solving.

Quality management and continuous improvement are well known and many successful implementations of improvements regarding quality has been made over the recent dec-ades by many organizations. This means that there are lots of different tools, strategies and implementation techniques available for organizations today. However, globalism have made this area an interesting aspect for researching cultural impacts in quality management and continuous improvement for organizations operating in many differ-ent countries. The purpose behind this thesis is therefore to study how a multinational company han-dles international quality management and how national culture impacts quality man-agement and continuous improvement efforts in a multinational company. Initially, a frame of reference was developed to examine current available research of quality man-agement and continuous improvements, as well as cultural aspects regarding differences in national culture and how this impacts an organizational culture that operates in sever-al countries world-wide. We used a qualitative research approach and within that performed a case study of Vol-vo Trucks. Primary data was collected from interviews and other material acquired from Volvo Trucks. The results showed that power distance was a value that impacted improvement work the most. This was seen in different stages of improvement efforts.

Thesis (Ph. D.)--Open University.

No description available.

Thesis (MEng)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Small, medium and micro enterprises are important contributors to the economic and socioeconomic development of South Africa. However, most enterprises struggle to become established. The high rate of failure is due to a lack of access to finance, poor managerial and technical skills, and also the competitive business environment. The focus of this research report is on the development of a continuous and sustainable internal process improvement roadmap that provides skill constrained small business managers with strategic and technical support, in order to make their organisations more competitive in the current business environment, without expensive consultation. The first step toward the development of the roadmap is discussed as a ten step basic process improvement cycle, based on an interpretation of the PDCA cycle. These ten steps provide most of the methods that are needed for practical implementation of improvement activities. However, this approach needs strategic support in order to ensure that improvement activities focus on the critical improvement opportunities. The second step regards the identification of strategic support, and additional improvement methods, to align improvement activities toward the critical improvement opportunities, which represent a common goal. Three methodologies are discussed as individual roadmaps to determine the crucial aspects that can be integrated into a holistic management roadmap, which accommodates practical improvement. These methodologies are lean thinking, theory of constraints, and the six sigma philosophy. The final roadmap is then developed, based on the principle that perspectives can be used to develop the perception of people toward improvement. Different perspectives are identified from the studied improvement methodologies, and the execution of improvement activities is then supported with the basic process improvement cycle. The perspectives are categorised into three main perspectives. First, the organisational perspective provides an overview of the philosophy, people, and process. Second, the primary process perspective provides an overview of the critical process aspects; value, throughput, and quality. Third, the secondary process perspective connects these critical process aspects in terms of effectiveness, agility, and efficiency. The roadmap is then completed when management can transcend above perspective. / AFRIKAANSE OPSOMMING: Klein, medium en mikro ondernemings is belangrike bydraers tot die ekonomiese en sosio-ekonomiese ontwikkeling van Suid-Afrika. Meeste ondernemings sukkel egter om gevestig te raak. Die hoë koers van mislukking is weens ‘n gebrek aan finansiële toegang, swak bestuurs en tegniese vaardighede, en die mededingende sake-omgewing. Die fokus van hierdie navorsingsverslag is op die onwikkeling van ‘n deurlopende en volhoubare interne proses verbeterings padkaart wat klein besigheid bestuurders verskaf met strategiese en tegniese ondersteuning, sonder duur konsultasie, ten einde hul organisasies meer mededingend the maak in die huidige sake-omgewing. Die eerste stap vir die onwikkeling van die padkaart word bespreek as ‘n tien stap basiese verbetering siklus, gebaseer op ‘n intrepretasie van die PDCA siklus. Hierdie stappe voorsien meeste van die metodes wat nodig is vir praktiese implementering van verbetering aktiwiteite. Die benadering moet egter strategies ondersteun word om te verseker dat verbetering aktiwiteite op die kritieke verbeterings geleenthede fokus. Die tweede stap word bespreek vir die identifisering van strategiese ondersteuning, asook addisionele verbetering metodes, om verbetering aktiwiteite in lyn te bring met kritiese verbeterings geleenthede, wat ‘n gemeenskaplike doel verteenwoordig. Drie metodieke word bespreek as individuele padkaarte om die deurslaggewende aspekte te bepaal wat geïntegreer kan word in ‘n bestuurs padkaart, wat praktiese verbetering akkomodeer. Die metodieke is “lean thinking”, “theory of constraints”, en “six sigma”. Die finale padkaart word dan ontwikkel, gebasseer op die beginsel dat perspektiewe gebruik kan word om mense se persepsie van verbetering te ontwikkel. Verskillende perspektiewe is geïndentifiseer vanuit die verbetering metodieke, en die uitvoering van verbeterings aktiwiteite word dan ondersteun met die basiese verbeterings siklus. Die perspektiewe is ingedeel in drie hoof perspektiewe. Eerste, die organisatoriese perspektief verskaf ‘n hoë vlak oorsig van die filosofie, mense, en proses. Tweede, die primêre proses perspektief verskaf ‘n oorsig van die kritiese proses aspekte; waarde, deurset, en kwaliteit. Derde, die sekondêre proses perspektief verbind die proses aspekte in terme van effektiwiteit, aanpasbaarheid, en doeltreffendheid. Die padkaart word dan eindelik voltooi wanneer die bestuur perspektief te bowe kan kom.

Currently, construction companies have shown a need to adopt process improvement systems in order to function competitively in the market. However, civil construction, compared to the manufacturing, still has deficiencies relating to the incorporation of new improvement systems. Thus, the use of Kaizen Events (KE) is one of the main mechanisms used to perfect processes during the production (execution) phase of a product, ensuring enhanced performance and added value to the client. The present research sought to evaluate a method for adopting KE in the construction sector. The data-gathering tools used were a questionnaire and a focus group where academics and/or experts who fit a specific profile participated. A methodological strategy for the development of the work was adopted under the approach of Design Science Research (DSR) and the theoretical referential was developed from a Systematic Literature Review (SLR). Improvements were made to the method to improve its applicability and functionality in real life scenarios using the results obtained. Accordingly, the results show horizons for future research on KE in civil construction. / Revisión por pares

This graduation theses is focus to implementation of CIP-World (continuous improvement program) and to fullfilment of requirements of Star Power Factory audit in Siemen Nízkonapěťová spínací technika Trutnov, s.r.o. company.

Literature regarding faculty development in uniprofessional healthcare programs is prolific; however, little has been written about instructional programs designed for faculty delivering interprofessional education (IPE). In this paper, we describe the genesis, content, and improvement of a faculty development workshop which exemplifies a meta teaching model and was designed to serve faculty facilitators in a rapidly growing IPE program. Evaluations following initial delivery of the workshops in fall 2018 returned high faculty satisfaction ratings and feedback suggesting a need for even more pedagogical training with a stronger emphasis on meta techniques and less on a review of student content. In response, program developers incorporated additional teaching techniques in the spring 2019 training. Faculty evaluations in spring 2019 reflected even greater satisfaction with the increased focus on “meta skills”. The faculty development program described in this paper supports the need for a structured training process for faculty facilitating in IPE programs.

Purpose - The purpose of this article is to present one example of how the strategies of total quality management (TQM) and continuous improvement are being used by US health care providers to meet the challenges of the future. Design/methodology/approach - This article presents an application utilizing the strategies of TQM and continual and rapid improvement in the area of assessing internal customer satisfaction in the health care arena. Satisfaction information concerning internal processes is critically important to the health care provider, and this article presents the development and application of an instrument designed to provide timely and relevant internal customer satisfaction information to individual health care providers. This provides information on problem identification and improvement opportunities for a world-class continuous improvement program. Findings - The article finds that customer satisfaction is increasingly being recognized as an appropriate measure for determining how well a particular organization is accomplishing its mission and, while customer satisfaction surveys provide valuable information and may be used to improve the entire operation, they provide limited insight into the details of the inner workings of each cost center. Each of the measures discussed in this article is potentially equally insightful and may provide more directly usable information when applied to internal customers. Originality/value - This article provides useful information on providing customer satisfaction in the health care arena.