The purpose of this case study is to understand how management and leadership ideas that were present in Toyota Motor Manufacturing Kentucky influenced management and leadership practices adopted by Scott County Public Schools during 2002-2011. Data for the study were collected during the summer of 2011, using individual and focus group interviews including teachers, administrators, community and Toyota Motor Manufacturing Kentucky employees; on-site participant observations, and documents. This study examined Scott County Public Schools implementation of the Quest for Useful Employment Skills for Tomorrow, the formation of The Center for Quality People and Organizations, changes in Science Technology Engineering Math (STEM) curriculum, a shift to a global perspective, continuous improvement, and increased cooperation with business and community partners. Themes that emerged from the data includes: (a) the need to establish a continuous improvement model; (b) the creation and implementation of a continuous improvement model; (c) global perspectives; and (d) the pivotal role of school district leadership in developing corporate relationships and changing management and leadership practices. Findings suggest that a confluence of social, economic and political events contributed to situating a major, multinational corporation in a small Kentucky community that espoused a singular organizational and leadership philosophy to Scott County, positive public support for school improvement, and internal commitment of staff and administrators laid a foundation for the establishment of a continuous improvement model. This model created change that enhanced the professional practice of SCPS. This continuous improvement model or any model being successfully implemented in public schools comes down to the leadership of the Board of Education, district office staff, principals, and teachers-- but most importantly, the superintendent. “Success or failure of public schools has been directly linked to the influence of the district superintendent” (Bjork, 1993, p. 249).

The purpose of the analysis was to realise potential areas for improvement within the Production Services department. Sources of inefficiency within the Reporting System were identified to support recommendations for the rationalisation, streamlining and alignment of processes. Lean philosophies and Total Quality Management techniques were reviewed to gain an understanding of applicability to Production Services. Evaluation through Value Stream Mapping determined a reporting process efficiency of 71% and two supplementary waste types were recognised in addition to the standard seven wastes of lean processes. The root cause of inefficiency and waste was investigated further with the 5 Whys Technique. A benchmark was established through reviewing industry based literature and conducting comparative studies of both like and unlike departments. Participant and non-participant naturalistic observation techniques were employed to collect a balanced data set for value stream analysis. Variable environmental factors were recognised to moderate results from direct analysis of the reporting system. Dissimilar political, economic, sociocultural, technological and legal factors were considered during comparison and benchmark. The findings in this report provide evidence of issues that should be addressed for the continuous improvement of both the reporting system, and the department. These have been provided for the consideration of Shell Todd Oil Services Limited Production Services and Logistics Manager.

M. Tech. Business Administration / This quantitative project investigated the organisational barriers to continuous improvement (CI) at a manufacturing plant. The objectives of the study were to determine the human factors that affect CI, to discuss how these factors affect CI, and to recommend how human factors can be used to promote CI in manufacturing plants. This is an investigation into quality improvement theory and models and the Toyota Culturey in a zmanufacturingy organisation. The study organisation is a well know International Corporation with presence in 175 countries worldwide, of which the manufacturing plant in South Africa was selected. At the time of conducting this research, the plant had 20 employees and all of them were recruited to participate in the survey. The organisational barriers to CI that had been unfolded are the employees, education and training, management systems, and strategic vision.

Syftet med denna kvalitativa fallstudie var att förstå vad som hindrar och/eller möjliggör för chefer i en kommunal förvaltning att bedriva ett systematiskt förbättringsarbete. Givet den omfattande ledarskapsforskningen avgränsades teoriavsnittet till litteratur och artiklar som ligger nära frågor om ledarskap med betoning på effektivitet och beteende; organisations-kultur, kvalitet, förändring etc. Sju chefer intervjuades om sin syn på ledarskap, sin arbetsdag och förbättringsarbete. En enklare analys gjordes därtill av chefernas kalendrar så de såg ut den vecka intervjun genomfördes. Struktureringen av intervjudata gjordes på hermeneutisk grund i en sexstegsprocess varigenom det initialt omfattande materialet kondenserades till studiens resultat. Utifrån detta genomfördes analysen med utgångspunkt från studiens frågeställningar och syfte. Författarens slutsats är att förutsättningarna för att bedriva ett systematiskt förbättringsarbete, i det aktuella fallet, tycks starkt begränsade. Resultatet indikerar att orsakerna står att finna på olika systemnivåer: det individuella planet (attityd, kunskap mm), på ledningsnivå (förvaltning och politik), på organisationsnivå (som klimat/kultur) och på den mer amorfa nivån ”omständigheterna”. Måhända uppfattar läsaren att rapportens senare delar, som resultat/analys, diskussion och slut-sats, är skriven i väl dystra toner. Författaren diskuterar detta kort i diskussionsavsnittet. / The purpose of this qualitative case study was to understand what impedes and/or facilitates for some managers in a public administration body to deal with quality management. Given the extensive research on leadership, the chapter on theories was limited to literature and articles on leadership with a focus on i.a. effectiveness and behaviour; organizational culture, quality and change. Seven managers were interviewed about how they perceive leadership, their working day and quality management. A basic analysis was made of the managers’ calendars as they looked the week of the interview. The structuring of data was done on hermeneutical grounds in a six-step-process by which the initially voluminous material was condensed to the result of this study, from which the analysis was made with the questions and purpose of the study being the point of departure. The author concludes that the conditions for executing quality management, in this particular case, seems greatly confined. Data suggests that reasons for this are found on different system levels such as the individual level (attitudes, knowledge etc); the leadership level (administration and politics); the organizational level (climate/culture) and on the more amorphous level of “circum-stances”. It may be that the reader of this report perceives the conclusion to be rather “dark”. The author comments briefly on this in the discussion chapter

Background and problem Previously, management has focused on cost, lead time reduction and quality improvement for competiveness in the market. However, most researchers agree that in today´s highly competitive business environment quality is a necessity but not sufficient. For companies to survive it is also imperative to also continuously innovate. These two activities are both important. Achieving a balance between the two, the objectives of improved quality and increased innovation, is not a straightforward exercise. Purpose The purpose of this study is to examine how innovative companies manage continuous innovation and continuous improvement. Furthermore, it aims to extend the understanding of the relationship between continuous innovation and continuous improvement in innovative companies - the balance between these two activities. Method The primary research in this study has been collated through semi-structured interviews with leaders involved in innovation. The primary research is analysed and a comparison is made between primary research and secondary research. Similarities and differences are outlined in terms of the relationship. Results and conclusion The findings suggest that the innovative companies are fully aware of the importance of continuous innovation and continuous improvement. Moreover, there is a constant balancing act going on between these two activities in the companies. These activities are organised in different ways in the innovative companies. Continuous improvement is often prioritized due to for instance urgency and cost reduction. The companies support these activities through for instance recognition, rewards, KPIs, long term view, purpose and sustainability

When delivering Software as a Service (SaaS), increased challenges regarding responsiveness and flexibility are introduced to software providers. In order to address these challenges and attain customer satisfaction, the Lean Software Development principle Eliminate waste can be applied. One organization that has recognized the potential of applying the Eliminate waste principle when developing software is the Integration & BI unit of the Enterprise Resource Planning system provider Infor M3. However, the implementation of the Eliminate waste principle at the Integration & BI unit’s five teams is still in an early stage. Consequently, the intended purpose of the thesis was to identify waste and suggest approaches to reduce waste at the case organization, Infor M3 Integration & BI. In order to collect the in-depth knowledge required, the thesis utilized a qualitative case study methodology, whereby a literature review, interviews and observations were conducted. The literature review created a foundation of knowledge regarding waste in software development, that subsequent culminated as a basis for the analysis and recommendations. It could be concluded that the subject of waste identification and reduction in software development is in an early stage, largely driven by practitioners, with few verifying studies that support the subject’s applicability. However, by utilizing a waste categorization model various wastes could be identified at all of Integration & BI’s teams during the interviews, whereupon Partially done work, Delays, Task switching and Relearning was considered as the most prominent wastes. Moreover, it could be established that one team had developed successful approaches that eliminates much of the team’s waste whilst the other teams’ approaches were generally deficient. In order to more successfully reduce waste, the Integration & BI unit is suggested to create awareness of the concept of waste within the unit. The teams need a common definition and an increased understanding of waste in order to reach this awareness. Additionally, the unit is suggested to use more comprehensive indicators, like cumulative flow diagram, in order to facilitate identification and root-cause analysis of waste. Lastly, the unit is recommended to reduce waste by continuous improvements with activities structured as a PDSA-cycle. / Programvaruföretag som levererar Software as a Service (SaaS) står inför ökade utmaningar med avseende på receptivitet och flexibilitet. För att bemöta dessa utmaningar och uppnå hög kundnöjdhet kan Lean Software Development principen Eliminera slöseri appliceras. En organisation som har insett potentialen av att tillämpa principen Eliminera slöseri vid utveckling av programvara är enheten Integration & BI hos affärssystemleverantören Infor M3. Implementeringen av principen vid enhetens fem utvecklingslag är emellertid fortfarande i ett tidigt skede. Avsikten med examensarbetet var således att identifiera slöseri och föreslå tillvägagångssätt för att minska slöseri hos fallorganisationen, Infor M3 Integration & BI. För att samla in en djup förståelse om ämnet och fallföretaget utnyttjade examensarbetet en kvalitativ fallstudiemetodik, där en litteraturstudie, intervjuer och observationer genomfördes. Litteraturstudien skapade kunskap angående slöseri inom mjukvaruutveckling, vilken senare skapade en grund för både analys och rekommendationer. Slutsatsen att ämnet rörande identifiering och minimering av slöseri inom mjukvaruutveckling är i ett tidigt skede kunde göras i och med att ämnet i stor utsträckning drivs av yrkesutövare och inte av akademin. Dessutom finns det få vetenskapliga studier som verifierar ämnets applicerbarhet. Genom att använda en modell för att kategorisera olika slöseri inom mjukvaruutveckling kunde dock olika typer av slöseri identifieras hos samtliga av Integration & BIs utvecklingslag, varpå delvist gjort arbete, förseningar, uppgiftsbyte och återinlärning betraktades som de mest framträdande. Dessutom kunde det fastställas att ett av utvecklingslagen etablerat framgångsrika tillvägagångssätt för att eliminera slöseri under tiden de andra utvecklingslagens metoder generellt var bristfälliga. För att mer framgångsrikt minska slöseri, föreslås enheten Integration & BI att använda en gemensam definition och öka förståelsen om konceptet slöseri för att skapa en medvetenhet inom enheten. Dessutom rekommenderas enheten att använda mer omfattande indikatorer så som kumulativt flödesschema för att underlätta identifiering och rotorsaksanalys av slöseri. Slutligen föreslås enheten att eliminera slöseri genom ständiga förbättringar med aktiviteter strukturerade efter PDSA-cykeln.

Identificar a meta, pensar na empresa como um todo e não como um conjunto de partes isoladas, reconhecer e aumentar a capacidade da restrição, são etapas necessárias para a implementação da Theory of Constraints (TOC). Essa utilização, seja por meio de raciocínio lógico ou por meio da metodologia Tambor-Pulmão-Corda, visa racionalizar os processos nas organizações e criar novas abordagens que permitam alavancar a competitividade das organizações. Este trabalho parte da intenção de abordar os princípios e as práticas da Teoria das Restrições, identificando e analisando o impacto da implantação da TOC na gestão da produção. Neste contexto, a pesquisa apresenta um enfoque tanto exploratório, quanto descritivo. Pode ser considerado exploratório, uma vez que a revisão da literatura servirá como referência central para as seguintes discussões - a partir da implantação da TOC, quais as mudanças geradas no processo de gestão de uma empresa, quais as alterações nas rotinas de trabalho, qual a reação da equipe envolvida no processo. É descritivo, por meio da descrição e análise de estudos de caso. Sendo assim, pretende-se a partir do levantamento e avaliação do desempenho organizacional e de pesquisa realizada junto a empresas conceituadas, identificar como essas organizações vêem o papel e importância da TOC, sua relevância, efetividade, bem como os aspectos importantes para sua implementação. / Identifying the goal, thinking of the company as a whole and not as a set of isolated parts, to recognize and to increase the capacity of restriction, are necessary stages for the implementation of the TOC (Theory of Constraints). This utilization, be it by means of logical reasoning or by means of methodology Drum-Buffer-Rope, aims to rationalize the processes in the organizations and to create new approaches that allow for the organizations to leverage competitiveness. This article aims to approach the principles and practices of the Theory of Constraints, identifying and analyzing the impact of implantation of TOC in the production administration. In this context, the research presents an exploratory focus as well as a descriptive one. It can be considered exploratory, being that the literature revision will serve as the main reference for the following discussions - from TOC implantation, what changes are generated in the administration process of a company, what are the alterations in the working routines, what is the reaction of the team involved in the process. It is descriptive, by means of description and analysis of case studies. Thus, it is intended from the rising of information and performance evaluation and of research accomplished along with relevant companies, to identify how these organizations see the role and importance of TOC, its relevance, effectiveness, as well as the important aspects for its implementation.

Diversos autores apontam a inovação como uma atividade crítica para todas as empresas inseridas num contexto concorrencial, pois ela orienta a estratégica da empresa, direciona a alocação de recursos e influencia os indicadores de desempenho. Como os altos investimentos em P&D não são suficientes para assegurar o sucesso de seus produtos, o diferencial competitivo das organizações não estaria relacionado apenas às grandes diferenças de conhecimento tecnológico, mas a maneira como cada uma delas aperfeiçoa os seus processos internos para implementar um novo produto. Esta condição reforça o papel das áreas funcionais periféricas, na construção de um ambiente inovador, não apenas modificando o desempenho da organização, mas também o impulsionando. Mas como será a participação dessas áreas, por exemplo, as de facilidades (termo traduzido do anglo-saxão facilities management), que estão fora do eixo tradicional de P&D, nesse ambiente inovador? Elas inovam? Como suas inovações afetam o desempenho das empresas? O objeto de estudo da tese consistiu na caracterização das inovações e melhorias em facilidades e os impactos no desempenho das organizações. A hipótese principal foi que as inovações em facilidades afetariam diretamente a eficiência operacional e esta, por sua vez, os desempenhos financeiros, ou seja, as inovações em facilidades seriam intermediárias na obtenção dos resultados das operações. A pesquisa foi descritiva-relacional, quantitativa e qualitativa, utilizando triangulação metodológica. Os resultados foram obtidos por meio de casos coletados em campo durante a fase empírica, estudo de caso único e por questionários semiestruturados. Foram inquiridos 163 profissionais da área e analisadas 220 mudanças técnicas e organizacionais em facilidades, entre os anos de 2007 e 2010. Esperou-se com essa tese aprofundar os estudos da dinâmica das inovações e melhorias em facilidades; estender a teoria da inovação por meio da investigação das em facilidades e avançar na discussão do papel delas no desempenho organizacional, dando um novo significado à gestão de facilidades dentro da área de Operações. Os resultados da tese apontaram que as mudanças técnicas e organizacionais nas facilidades constituem melhorias e inovações que impactam principalmente os fatores de eficiência operacional - produtividade e meio ambiente e, indiretamente, os financeiros - lucro. Todavia, numa análise fatorial, pode-se notar a formação de conglomerados específicos chamados aqui de inovações e melhorias em facilidades para apoio à produtividade, sustentabilidade, qualidade e rentabilidade. Esses grupos indicam que as melhorias e inovações geradas em facilidades são oriundas de intensa relação entre parceiros, busca contínua pela redução de custos e aumento do ciclo de vida dos ativos e das infraestruturas de apoio das organizações. Constataram-se diferenças na composição, na dinâmica e no propósito dessas inovações e melhorias, revelando assim que as estratégias e gestões para o desenvolvimento e implantação dessas mudanças, nesses ambientes, não são iguais aos recomendados pelas teorias correntes. As mudanças técnicas e organizacionais encontradas foram adotadas, na sua maioria, em caráter informal e tácito, gerando indiretamente novos serviços e produtos em facilidades, além de aprendizado infraestrutural. O grau de novidade variou de melhorias contínuas à inovações incrementais e raramente radicais. / Several authors place the innovation as a critical activity for all companies included in a competitive environment because it supports the strategic direction of the company, directs the allocation of resources and influences the performance of the indicators. As the high investments in R & D are not sufficient to ensure the success of its products, the competitive advantage of organizations would not be related only to large differences in technological knowledge, but how each one improves your internal processes to implement a new product. This condition strengthens the assumption that the role of peripheral functional areas, the construction of an innovative, can not just change the organization\'s performance, but also boost it. But how will the participation of these areas, for example, the facilities management, which are outside the traditional R & D in this innovative environment? Do they innovate? How their innovations affect corporate performance? The subject of the thesis was the characterization of the innovations in facilities and its impacts on performance of organizations. The main hypothesis was that the innovations in facilities would directly affect operational efficiency and this, in turn, financial performance, in other words, the innovations in facilities would be intermediate in obtaining superior results in operations. The research was a descriptive-relational, quantitative and qualitative, using methodological triangulation. The results were obtained from cases collected in the field during the empirical phase and semi-structured questionnaires applied to 163 professionals and 220 innovations and improvements on facilities. It was expected that thesis with further study of the dynamics of innovation in facilities; extend the theory of innovation through research in the facilities and advance the discussion of their role in organizational performance, giving new meaning to the facilities management within Operations field. The results of the thesis showed that the changes and organizational in facilities producing improvements and innovations that impact primarily the factors of operational efficiency: productivity and environment and, indirectly, the financial markets: profit. However, a factor analysis, one could note the formation of specific clusters called here, innovations and improvements in facilities to support the productivity, sustainability, quality and profitability. These groups indicate that improvements and innovations generated by the facilities are artifacts coming from a close relationship between partners, continuous search for lower costs and increase the life cycle of assets and infrastructure in support of the organizations. There were differences in the nature, composition, dynamics and purpose of innovations and improvements, thus revealing that the strategies and management activities for the development and deployment these changes, these environments are not exactly the same as recommended by current theories. The technical and organizational changes found were adopted, mostly in an informal and tacit way, indirectly generating new services and products in facilities, and infrastructural learning. The degree of novelty varied from the continuous improvements to the incremental innovations, and, rarely, to radical.

Nesta dissertação foi estudada a aplicabilidade de ferramentas e técnicas da qualidade em um hospital filantrópico, através da execução de projetos de melhoria seguindo a abordagem Lean. Objetivou-se verificar a possibilidade destas de ser uma solução para problemas de gestão de recursos enfrentados por hospitais públicos e filantrópicos brasileiros. Foi feita revisão de literatura sobre o assunto e um estudo de caso foi conduzido em uma Santa Casa de Misericórdia no interior do estado de São Paulo, onde foram aplicadas ferramentas lean. Foram relatadas diversas melhorias, dentre elas uma enorme redução de estoque, eliminação de desperdícios como excesso de deslocamento/transporte e fluxo contínuo. Foi possível concluir que o Lean foi efetivo no hospital estudado e que ainda possui grande potencial de exploração no contexto da gestão da qualidade. / In this master thesis presents the study of the applicability of quality tools and techniques in a philanthropic hospital, through the execution of improvement projects following the Lean approach. The objective was to verify the possibility of these as a solution to the problems of resource management, common problem faced by Brazilian public health hospitals. A literature review on the subject and a case study were conducted at a non-profit hospital in the interior of the state of São Paulo, where lean tools were applied. Several improvements have been reported, among them a huge reduction of stock, elimination of wastes such as excess displacement/transport and continuous flow. It was possible to conclude that the Lean was effective in the studied hospital and still has great potential for exploration in the context of quality management.

Este estudo visou estabelecer as relações entre as práticas de qualidade e o processo de aprendizagem organizacional. Os programas de melhoria contínua, adotados intensamente pelas organizações brasileiras nas ultimas décadas, constituíram a sua principal referência empírica. Resgatando a literatura sobre estes programas observa-se que teóricos importantes consideram o processo de aprendizagem organizacional um estágio superior da sua internalização pelas empresas. Para investigar esta possibilidade, foi elaborado, a partir dos autores clássicos sobre aprendizagem organizacional, um conjunto de indicadores definidores deste estágio: aprendizagem em grupo, construção da memória organizacional, domínio pessoal, espiral do conhecimento, transformação dos modelos mentais e questionamento dos seus pressupostos e agentes da ação organizacional. Por meio da triangulação, uma metodologia múltipla, estes indicadores foram aplicados em duas fábricas da Nestlé, localizadas no interior de São Paulo, que implantaram o programas de melhoria contínua. Como resultado constatou-se que o programa provocou mudanças positivas sensíveis no perfil gerencial e no padrão de comprometimento dos funcionários com seu trabalho e com as empresas. Entretanto, analisando-se as práticas de geração e disseminação de conhecimento, percebe-se que programa de melhoria contínua proporcionou aprendizagem individual dos colaboradores, além de ter atingido resultados economicamente positivos, sendo, a questão da aprendizagem organizacional muito mais sutil e difícil de aferir. Desta maneira, essa pesquisa permitiu verificar que as empresas podem implementar práticas de melhorias contínuas ou outros programas na área da qualidade, mas somente obterão êxito caso acreditem no potencial dos seus colaboradores e os dêem oportunidades para se desenvolverem e contribuírem para a organização como um todo. / This study aimed to present the links between practices of quality and the process of organizational learning. The continuous improvement programs, intensively adopted by Brazilian organizations during last decades, were their main empirical reference. When it comes to the bibliography on the continuous improvement programs, we notice that important writers and academicians consider the organizational learning a superior stage of their internalization by the companies. To research on this possibility, considering classical authors of organizational learning issues, it was elaborated a set of indicators of the mentioned stage, such as: group learning, organizational memory construction, personal dominion, spiral of knowledge, mental models transformation and questioning shared assumptions and organizational actions agents. Through the triangulation technique, a multiple methodology, these indicators were applied in two Nestlé´s factories, located in the interior of São Paulo, which have implemented continuous improvement programs. The results demonstrated that the program levered positive changes in the managerial profile and in the commitment level of the staff with their work and their companies. However, analyzing the practices of knowledge generation and diffusion, it is perceived that the continuous improvement program levered the individual learning, besides having reached economically positive results, being the question of organizational learning a lot more subtle and difficult to measure. In this manner, this research found out that companies can implement continuous improvement practices or other quality programs, but they will only obtain success if they believe in their collaborators potential and give them opportunities to develop themselves and contribute to the organization as a whole.