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.

<p>The aim of this doctoral thesis is to develop a methodology that will allow the selection of lean methods and tools that are applicable in the service systems &ndash; hospitals and to explore the issues about implementing the lean concept in clinical laboratories. The need for such approach lies in the fact that the implementation of the lean concept in healthcare enables the elimination of all unnecessary processes. This doctoral dissertation presents development of the framework for the implementation and application of the lean concept in clinical laboratories, which allow modernization of institutional arrangements, both organizational and managerial.</p> / <p>Cilj ove doktorkse disertacije jeste razvoj metodologije koja će obezbediti odabir lean metoda i alata koji su pogodni za implementaciju u uslužnim sistemima - bolnicama kao i da istraži problematiku prilikom implementacije lean koncepta u kliničkim laboratorijama. Potreba za ovakvim pristupom leži u činjenici da se implementacijom lean koncepta u zdravstvu obezbeđuje eliminisanje svih nepotrebnih procesa. Doktorska disertacija predstavlja razvoj podloga za implementaciju i primenu lean koncepta u kliničkim laboratorijama koji će omogućiti modernizaciju institucionalnog uređenja kako organizacionog tako i menadžerskog.</p>

This thesis aims at investigating the level of service at departure area of KKIA. The study further measures the perceived quality of service and passenger satisfaction in term of tangibles, reliability, responsiveness, assurance and empathy by using five steps of lean six sigma (Define, Measure, Analyse, Improve and Control). The study aims to implement and evaluate the effectiveness of using a lean six-sigma managerial approach to the departure area of KKIA to enhance the level of service (LOS) and customer satisfaction. The passenger flow through the airport is used to measure the quality of services. Existing studies that discuss lean six-sigma implementation in airports were evaluated. Data was collected about KKIA departure area and its LOS both before and after the lean six-sigma implementation. Additionally, a SERVQUAL questionnaire was used to evaluate pre- and post-implementation review. The questionnaire features easy-to-collect data to measuring the perceived quality of service and evaluate passenger satisfaction with the LOS in KKIA. Before the study concepts of LOS and Lean was unheard within the airport community. Initial evaluation show poor customer service and many delays (waste) within the departure are at KKIA. During the study a growing awareness of Lean and LOS showed improvements in the customers’ experience, e.g, removing the shop at the entrance, improving flow thought the airport. Concluding the study, there was a total reduction in waiting from 54.74 minutes to 34.87 minutes (35.7% reduction). Also the LOS on the IATA Performance Standard went from E (Inadequate) to C (Good). This is improvement, excellent but without continuous improvements the Airport’s LOS will reduce back as passenger numbers grow from 16 million passengers per year (up from 9.8 million in 2004), to an expected 25 million by 2025. Interesting different cultural approaches to lean management became evident during the study when compared to other implementations in Europe to the Middle East. Cultural difference will always affected the reliability of the results. However, by considering these cultural effects in answering questions and interviews, the lean implementation was still successful. As culture changes are ongoing, evaluation of the situation at KKIA is required for ongoing improvements. Best-practice for the continued improvement of ongoing lean management is suggested for the departure area at KKIA. These key strategies and best-practice approaches are useful to future implementations at other airports.