Kaizen implementation and other continuous improvement practices can be used by companies to lower manufacturing costs and increase product value. Kaizen activities are one way that wood products companies can increase their competitiveness. Being able to measure the effectiveness of Kaizen events is important to factors that contribute to Kaizen effectiveness as well as identifying the success of Kaizen implementation. However, little research has focused on the implementation of Kaizen and other continuous improvement methods within the wood products industry or on the perceptions of employees within this industry regarding either the motivators for, barriers to, and effectiveness of perceptions of Kaizen, or the drivers affecting Kaizen implementation. The goal of this research is to develop a tool to measure the effectiveness of Kaizen and to apply this tool to companies within the wood products industry. To accomplish this research goal, a case study approach was used in examining how two U.S. wood products companies implemented Kaizen and other continuous improvement initiatives and how employees at these companies viewed such implementation. As part of this case study, interviews were conducted with staff in each company and surveys were administered to production and non-production employees at each company. A tool was developed to measure the perceived effectiveness of Kaizen events, and this tool was tested using the survey data were collected from each company. The results from these analyses show statistically significant differences in how production employees across companies viewed the following: motivators related to cost and quality outcomes, as well as the success of other companies, as motivators for Kaizen; and barriers related to middle management, time, money, technology, and poor past experiences. Poor past experience with Kaizen were also viewed significantly differently by production and non-production employees in one of the companies studied. The results also show that perceptions of productivity improvements were the most significant predictor of the perceived effectiveness of Kaizen implementation. These results and the development of a tool to measure Kaizen will help guide and improve future Kaizen and other continuous improvement efforts within the wood products industry and provide insights for future research. / Master of Science

Yes / In relation to wrist imaging, the accepted requirement is two orthogonal projections obtained at 90°, each with the wrist in neutral position. However, the literature and anecdotal experience suggests that this principle is not universally applied. Method: This multiphase study was undertaken across eight different hospitals sites. Compliance with standard UK technique was confirmed if there was a change in ulna orientation between the dorsi-palmar (DP) and lateral wrist projections. A baseline evaluation for three days was randomly identified from the preceding three months. An educational intervention was implemented using a poster to demonstrate standard positioning. To measure the impact of the intervention, further evaluation took place at two weeks (early) and three months (late). Results: Across the study phases, only a minority of radiographs demonstrated compliance with the standard technique, with an identical anatomical appearance of the distal ulna across the projections. Initial compliance was 16.8% (n = 40/238), and this improved to 47.8% (n = 77/161) post-intervention, but declined to 32.8% (n = 41/125) within three months. The presence of pathology appeared to influence practice, with a greater proportion of those with an abnormal radiographic examination demonstrating a change in ulna appearances in the baseline cohort (p

No / ‘Lean’ is an operations management initiative that has received significant attention from both practitioners and scholars within service environments (Panchak 2003, de Souza 2009, Mazzocato et al. 2010, Burgess and Radnor 2012, Vegting et al. 2012, Toussaint and Berry 2013, Bhat and Jnanesh 2014). The application of Lean processes is alluring for healthcare managers globally because of the promise of combining cost reductions with outstanding standards of health service to patients.

No / Purpose. The purpose of this paper is to explore the results of implementing the Kaizen approach in a caravan repairing project near the Jordanian–Syrian border in the Zaatari camp. Design/methodology/approach. The study is based on the exploratory qualitative research approach. The data were collected through interviews and on-site observation with employees who were involved with the caravan maintenance project and have adequate knowledge and information about this project. In this process, a fishbone diagram, a quality control tool, is used to recognize and explain a causal-effect relationship under the selected Kaizen theme. Findings. The findings suggest that the Kaizen approach was economical in terms of both money and time. Also, waste elimination can be achieved through a variety of tools and easily combined with the Kaizen approach. Implementing the Kaizen approach is an effective and reliable system that allows for the tackling of all types of inefficiencies in the caravan repairing project. Research limitations/implications. The findings of this study will help policy makers and managers put together suitable and effective policies that will assist those firms in overcoming the demands of customers and competitors to deliver high quality, inexpensive products in less time through the application of the Kaizen approach. This, in turn, will lead to improved quality, efficiency and productivity in the most cost-effective way. However, these results should not be generalized since they are only confined to the context of caravan repairing project. Originality/value. Very little research has been done that takes into account the contexts of developing countries. Additionally, most literature presents the use of Kaizen applications only in the manufacturing or production sectors. This study is the first to implement Kaizen as a continuous improvement technique in a caravan repairing project – a job shop industry different from the repetitive batch work environment that is usually associated with implementation of Kaizen. The current research should be of great interest to researchers, managers and professionals who wish to apply Kaizen approach as it is sustainable over time in similar projects.

Yes / Public sector state funded organisations were initially constructed to deliver much needed services to their immediate community. Designed to meet the needs of societies and populations, public sector operations focussed originally on the provision of health, welfare and social services, which were often free at the point of delivery or incurred a nominal charge. Today the effectiveness of public sector service organisations is constantly challenged and threatened by factors such as funding cuts, austerity measures, competition from private providers and political changes (e.g. the departure of the UK from the European Union and the shrinking of the state in many countries). With a focus on public sector efficiency and economic gains, the boundaries between public and private operations are becoming increasingly blurred, fuzzy and complex. To maintain economically sustainable services, public providers need to become more strategic, transparent and innovative in their decision-making, funds allocation and expenditure, workforce development and operations management, whilst acting in an ethical and responsible manner to maintain public confidence and trust.

Hardwood management has been discouraged because of long rotations, low stumpage values, expensive treatments, and an undependable market (Bechtold and Phillips 1983). Knowledge gaps on how various biological factors affect hardwood growth also exist. Stand improvement methods attempt to shift growth to desirable stems. Three different hardwood stand improvement treatments were evaluated. A pre-commercial chemical thin occurred in a twelve year old stand in 1990. In 1995, two of the treatments showed a significant increase in dbh over the control. However, the 2004 measurements of the stand did not find any significant differences between treatments. A case study examined paired plots throughout the state of Virginia where the crown touching crop tree release method was applied. In both the Piedmont and Ridge and Valley regions of the state an increase in dbh was observed. Finally, a timber stand improvement study examined different treatments in a 60-80 year old stand, but did not result in any significant increases in volume after three years. When oaks are harvested or a major disturbance occurs, the number of oaks that regenerates is less than there were previously (Smith 1992). Therefore, oak regeneration is a problem and methods are needed to facilitate oak regeneration (Smith 1992). One method of oak regeneration was examined. Burning five years after a deferment cut did not result in significantly more stems of oak regeneration. Various reductions in basal area also did not result in an increase in oak regeneration under our 60-80 year old timber stand improvement study. These studies attempt to close knowledge gaps in hardwood management and provide useful information for non-industrial private forest (NIPF) landowners. It is so important to target NIPF landowners because the 350 million acres of timberland they own will play a large part in the future of the United States timber supply (Haynes 2002). / Master of Science

Yes / This study explores the downstream Pharmaceutical Supply Chain (PSC) and provides insight to the delivery process of medicines and associated operational inefficiencies. Design/methodology/approach: An exploratory, qualitative approach was adopted to examine PSC inefficiency within two European contexts: the UK and Greece. Data was gathered through interviews and a thematic analysis conducted to analyse the data and identify challenges faced by both supply chains. Findings: The medicines delivery system needs to be enhanced in terms of quality, visibility, speed and cost in order to perform effectively. The findings demonstrated that although the healthcare supply chains in the two European contexts have different operational structures, the results are in concordance with each other. Financial, communication, waste and complexity issues were the major concerns. Research limitations/implications: To our knowledge this is the first study to examine aspects of the medicines supply chain via a cross-case analysis in the UK and Greece and extends the body of knowledge. A broader sample of responses is warranted to further validate these findings. Practical implications: The study outputs can inform pharmacies’ strategic to instigate targeted improvement interventions. The implications of which may be extrapolated further to other European healthcare organisations. Originality/value: This research contributes to the academic literature by adding further theoretical insights to supply chain strategy development, especially those that have been characterised as highly complex. The study identifies 4 key areas of intervention needed within this supply chain (in both countries) to promote higher level efficiencies and effectiveness.

Den svenska hälso- och sjukvården står inför utmaningen med en ökande och åldrande befolkning. Överdiagnostisering och under-, över- och felanvändning av diagnostisk service bidrar till de ekonomiska utmaningarna. Utilization management kan bidra till att komma tillrätta med användningen. I ett samarbetsprojekt mellan Rådet för värdeskapande användning av Medicinsk diagnostik i Region Jönköpings län och en vårdcentral genomfördes ett förbättringsarbete för att minska förbrukningen av laboratorieanalyser; målet var att komma till rätta med över-, under och felanvändning. Parallellt genomfördes en studie med syftet att utvärdera effekter av fem insatser rådet gjort. Studien genomfördes med en mixad metod med förklarande sekventiell design. Då förbättringsarbetet aldrig tog fart i verksamheten, på grund av chefsomsättning, kan inga resultat redovisas. Studien påvisar få förändringar i beställningsmönster. I intervjuerna med remittenterna framkommer temat att vilja arbeta med beställningsmönster och förändringar nära verksamheten. Remittenterna efterfrågar tekniska lösningar och dialog med de diagnostiska specialiteterna. Litteraturen stödjer hittills gjorda insatser men i studien ses få resultat. Tidigare insatser har varit engångsföreteelser. Genom att nyttja förbättringskunskapen och arbeta med frågorna närmare remittenternas vardag kan engagemang skapas varpå förändringen lättare anammas. Kombinationen av förbättringsarbeten på mikrosystemnivå med stöd och förbättringar på mesonivå kommer sannolikt att bidra till framgång med värdeskapande användning. / Swedish healthcare is facing the challenge of an increasing and aging population making cost reductions necessary. Some of the challenges are based around the over diagnosis and the misutilisation of laboratory analysis. Utilisation management could contribute to proper use. A quality improvement project was performed as a collaboration between a primary care centre and the Council of Value-creating use of Medical Diagnosis. The aim was to reduce the number of analyses and misuse of laboratory analysis. A mixed method study was conducted with the aim to evaluate five interventions made by the Council. Because the improvement project never really started, results are limited. Interviews with physicians revealed that the studied units are open for dialogue with the diagnostic specialties and willing to change ordering patterns but few changes were detected. The literature supports the interventions made so far but few results are shown. One reason might be that previous efforts have been isolated events. By using the knowledge of quality improvement and bringing the questions closer to the units’, change might be easier to embrace. The combination of quality improvement in the microsystems with support and improvements in mesosystems will probably contribute to success.

This study sets out to investigate the connection between digitally achieved traceability and the production personnel's view of traceability. The results presents a number of factors to consider when designing traceability solutions in a manufacturing setting. The study was conducted in a qualitative manner, with the main data collection done through interviews. The results show that the production worker's stand point towards traceability is based on three factors: performance measurement, surveillance, and increased workload. Each of these factors should be taken in to consideration when designing traceability solutions. These factors, and suggestions for how to work with them, is put into the context of a steel manufacturer that is in the process of implementing traceability in their production process.

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.