The approach taken by the College of Business and Technology at East Tennessee State University uses multidisciplinary teams to develop an assessment process that unifies the organization's culture to focus on assurance of learning. The theoretical literatures in change management processes and organizational culture are the foundations for the design of the assessment process that spans seven diverse departments and satisfies the requirements of multiple disciplinary accreditors. Lessons learned and recommendations for others are shared.

Lean, with its origin in the Japanese automotive production and Toyota, is broadly seen as the most adopted manufacturing philosophy since several decades. One of the core values of Lean is Continuous Improvements (CI). CI is about the many small, simple and cheap improvements, which everyone is involved in, every day. As digitalization is making its way into the manufacturing environment, a hype around what is called Industry 4.0 (I4.0), also known as the fourth industrial revolution, has been created. In short, I4.0 refers to different technology-driven changes in an organization’s manufacturing systems. However, the true implications of those changes remain dimmed by the single-sided discussion of I4.0’s portrayed conceptual benefits. Moreover, despite the importance of CI for corporate success and the overall relevance of the I4.0 topic, no studies have been found to address their potential interaction. Thus, the purpose of this thesis has been to explore how the conditions for CI will be affected post I4.0 implementation. By focusing on the potential negative impacts on the overall rate of improvement, the purpose has also encompassed the identification of specific success factors to mitigate these negatives.   Due to the explorative nature of the research, a two-iteration Delphi survey containing open-ended questions has been chosen as a means of data collection; targeting experienced Lean and I4.0 personnel within the manufacturing industry. The first iteration survey encouraged participants to identify both positive and negative aspects of I4.0 impact on CI, while the second iteration survey encouraged participants to identify success factors. To make the concept of I4.0 more tangible, the technologies have been condensed into three I4.0 value drivers: Connectivity, Intelligence and Flexible automation. The data processing revealed that 64% of the answers provided for all value drivers were positive. This indicated an overall positive belief in the impacts of I4.0 on the conditions for CI both through enhanced problem-sensitivity, built by Lean values and principles, and through increased problem-solving capabilities. While the results reflected the current I4.0 hype, they also highlighted the difficulty in critically assessing the potential impact from technologies that are not yet widely implemented. Nevertheless, for each value driver the participants have also identified Challenges (18% of answers) and Risks (18% of answers) that can adversely affect CI. Based on the Challenges and Risks, a total of 74 success factors have been compiled and divided into four categories: Purpose, Involvement of people, Competence and Implementation strategy.   This research has contributed to the discussion about the Possibilities, Challenges and Risks of the I4.0 value drivers’ impact on the conditions for CI in the manufacturing environment. Furthermore, with emphasis on the identified Challenges and Risks, the authors have tried to cut through the noise of the ongoing I4.0 hype. As such, this research has introduced an alternative perspective that sets it apart from the overwhelmingly uncritical discussions surrounding I4.0. While the research’s theoretical contribution has been built by the insight into the I4.0’s potential impact on the conditions for CI, its practical contribution has been derived from the identified success factors; factors that can work as guiding principles for I4.0 adopters.

The slow rate of corporate improvement is not due to lack of knowledge of six sigma or lean. Rather, the fault lies in making the transition from theory to implementation. Managers need a step-by-step, unambiguous roadmap of improvement that leads to predictable results. This roadmap provides the self-confidence, punch, and power necessary for action and is the principal subject of this research. Unique to this research is the way the integration of lean and six sigma is achieved; by way of an integration matrix formed by lean implementation protocols and six sigma project phases. This integration matrix is made more prescriptive by an integrated leanness assessment tool, which will guide the user given their existing level of implementation and integration. Further guidance in each of the cells formed by the integration matrix is provided by way of phase methodologies and statistical/non-statistical tools. The output of this research is a software tool that could be used in facilities at any stage of lean implementation, including facilities with no existing lean implementation. The developed software tool has the capability to communicate among current and former project teams within any group, division, or facility in the organization. The developed software tool has also the capability to do data analysis (Example: Design of Experiments, Value Stream Mapping, Multi-Vari Analysis etc.). By way of the integration matrix, leanness assessment and the data analysis capability, the developed software tool will give managers a powerful tool that will help in their quest to achieve lean six sigma. / Master of Science

Made available in DSpace on 2016-06-02T19:51:36Z (GMT). No. of bitstreams: 1 2129.pdf: 926081 bytes, checksum: 3b063b188bd7f9691ede97125c1e6b8f (MD5) Previous issue date: 2008-10-23 / Due to fast changes in the economic, market, and technological environment, there is a demand of new management models aiming to improve products, processes, services and management systems in order to make business performance sustainable and provides a platform of growth. Therefore, companies have been implementing activities, formal or informal, structured or not, which in some way it results into an improvement, a progress of large-scale action, consequently, competitive advantages in a long term. The aim of this study is to propose the development of a continuous improvement structure to a Brazilian beverage manufacturer. Continuous improvement practices, in this company, are traditionally implemented in a non articulated way according to its business goals, and are informally done. Consequently, it is not sustainable in a long term. This associated with the concept that doesn t exist a final model to implement, because each models need to be adopted according to the company s characteristics was the reason to develop a propose of continuous improvement structure. This study was based on action research method because it tries to bring a proposal based on real problems and a wide search for solutions, through the interaction of researchers and the company members. Literature review helped us to identify some models to manage continuous improvement activities, but every company has to identify the most suitable model according to its needs and specifications. Literature review and diagnosis done by the company, through action research method, allowed a formulation of the organizational problem and the development of a continuous improvement management structure according to the company s strategic goals and needs. We could also give some guide in order to initiate the proposal. This proposal briefly includes four key elements: - Formalization of Continuous Improvement (CI) process: - Alignment to the company strategies; - To bring a good environment and motivation to CI and; - Development of Capacity to CI. All of them together permit an integration of the continuous improvement activities and the alignment to the strategic goals of the company. Recommended activities, in order to have the beginning of the proposal, are the adjustment of the responsibilities and the review of processes and activities that already exist in the company in order to integrate the continuous improvement activities management, supporting the organization learning and management system. / As aceleradas mudanças no ambiente econômico, de mercado e tecnológico, exigem das empresas novos modelos de gestão que proporciona a melhoria dos produtos, processos, serviços e sistemas de gestão, para sobrevivência e crescimento do negócio. Neste sentido, as empresas vêm implementando atividades que, formal ou informalmente, de modo estruturado ou não, permitem o aprimoramento, ou seja a busca pela melhoria do desempenho global e, consequentemente, de vantagens competitivas sustentadas no tempo. O objetivo desta dissertação é apresentar uma proposta para estruturação da gestão da melhoria contínua em uma empresa brasileira fabricante de bebidas. As práticas de melhoria contínua na empresa, implementadas de forma não articulada aos objetivos do negócio e informal, inviabilizando a sua sustentação a longo prazo, somados à conceituação de que não existem modelos de gestão da melhoria contínua prontos para implementação nas empresas, pois os modelos devem ser adaptados às circunstâncias e necessidades de cada empresa, motivaram o desenvolvimento da proposta. O trabalho foi conduzido utilizando-se o método de pesquisa-ação, pois busca elaborar uma proposta baseada em problemas reais e com ampla participação na busca da solução, por meio de interação entre pesquisador e membros da empresa. A revisão bibliográfica permitiu identificar alguns modelos para gerenciamento das atividades de melhoria contínua, sendo que cabe às empresas identificarem o modelo mais adequado a suas necessidades e especificidades. A revisão bibliográfica e o diagnóstico realizado na empresa, por meio da pesquisa-ação, permitiram a formulação do problema organizacional e o desenvolvimento de uma proposta para estruturação da gestão da melhoria contínua alinhada aos objetivos estratégicos e às especificidades da empresa. Também foram elaboradas recomendações para implantação da proposta. Esta proposta compreende, de maneira sintetizada, quatro elementos-chave: - Formalização do processo de Melhoria Contínua (MC); - Alinhamento às Estratégias da Empresa; - Criação de Ambiente e Motivação para MC e; - Desenvolvimento da Capacidade da MC, que permitem a integração das atividades de melhoria contínua e o alinhamento aos objetivos estratégicos da empresa. De modo geral as atividades recomendadas à empresa para implantação da proposta, compreendem adequações de responsabilidades e revisões de processos e atividades já existentes na empresa, a fim de sistematizar e integrar a gestão das atividades de melhoria contínua, contribuindo para o aprendizado organizacional e amadurecimento do sistema de gestão.

Continuous improvement as a business philosophy and quality management strategy has become the choice of many organisations world-wide. It is a concept filled with the promise for excellence in quality, customer service distinction and business efficiencies. Continuous improvement philosophies like Lean Manufacturing, promote tools, techniques and a culture of quality values that have the potential to create a dynamic business environment, capable of seizing opportunity, predicting failures and surpassing competition. Why then, are these organisations that are so vehemently pursuing continuous improvement initiatives with concerted efforts not reaping the rewards that have been successfully achieved by a monumental few great organisations? According to the literature study, failure to implement continuous improvement (CI) programs successfully stems from a lack of focus on the soft side of continuous improvement efforts. The soft issues that are considered vital to successful implementation include an employee’s quality cultural values and an organisations soft key success factors for CI implementation. This study focused on how these soft variables have an impact on employee attitudes such as job satisfaction, employee commitment, intentions to quit and work success. The theoretical research conducted in this study focused on continuous improvement cultural values and the key soft success factors for CI implementation impact on work related attitudes like job satisfaction, employee commitment, intentions to quit and work success. The empirical study was conducted on 149 employees in a multi-national manufacturing company. A questionnaire was distributed throughout the entire company to verify how the theoretical and empirical data compared. The study concluded that the specific cultural value of shared vision and goals was a significant predictor of all four work related attitudes, whilst other cultural values of purpose and continuous improvement also proved to be significant predictors. The study concluded that key soft success factors like leadership, training and development and job security were significant predictors of employee commitment, whilst communication and job security were significant predictors of job satisfaction. Thus, work related attitudes like employee commitment is greater when employees identify and exhibit favourable quality cultural values and also when employees perceive that their organisation possess essential key soft factors for successful CI implementation. Incorporating these findings into recommendations will allow for organisations implementing CI programs, to develop the soft issues of CI that have a beneficial impact on work related attitudes that lead to successful and sustainable continuous improvement efforts. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

Continuous improvement as a business philosophy and quality management strategy has become the choice of many organisations world-wide. It is a concept filled with the promise for excellence in quality, customer service distinction and business efficiencies. Continuous improvement philosophies like Lean Manufacturing, promote tools, techniques and a culture of quality values that have the potential to create a dynamic business environment, capable of seizing opportunity, predicting failures and surpassing competition. Why then, are these organisations that are so vehemently pursuing continuous improvement initiatives with concerted efforts not reaping the rewards that have been successfully achieved by a monumental few great organisations? According to the literature study, failure to implement continuous improvement (CI) programs successfully stems from a lack of focus on the soft side of continuous improvement efforts. The soft issues that are considered vital to successful implementation include an employee’s quality cultural values and an organisations soft key success factors for CI implementation. This study focused on how these soft variables have an impact on employee attitudes such as job satisfaction, employee commitment, intentions to quit and work success. The theoretical research conducted in this study focused on continuous improvement cultural values and the key soft success factors for CI implementation impact on work related attitudes like job satisfaction, employee commitment, intentions to quit and work success. The empirical study was conducted on 149 employees in a multi-national manufacturing company. A questionnaire was distributed throughout the entire company to verify how the theoretical and empirical data compared. The study concluded that the specific cultural value of shared vision and goals was a significant predictor of all four work related attitudes, whilst other cultural values of purpose and continuous improvement also proved to be significant predictors. The study concluded that key soft success factors like leadership, training and development and job security were significant predictors of employee commitment, whilst communication and job security were significant predictors of job satisfaction. Thus, work related attitudes like employee commitment is greater when employees identify and exhibit favourable quality cultural values and also when employees perceive that their organisation possess essential key soft factors for successful CI implementation. Incorporating these findings into recommendations will allow for organisations implementing CI programs, to develop the soft issues of CI that have a beneficial impact on work related attitudes that lead to successful and sustainable continuous improvement efforts. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

Magister Commercii - MCom / This study aimed to assess employee’s responses with regard to the implementation of a new workplace improvement programme. The purpose of this research was to focus on the understanding that could be gained about employee’s responses to organisational change using qualitative research

Operations improvement methodologies have been adopted by manufacturing companies since the early 20th century. Japanese manufacturers were able to offer products of high quality and efficient production costs through systems such as Lean. Manufacturers in the West soon adopted systems of their own thereafter. Operations Excellence is a generic term used to describe such systems, and can be described as a management system delivering competitiveness through the continuous improvement of operational performance. This study provides a critical review of the implementation of an Operations Excellence program by examining the system adopted by a petrochemical company in South Africa. The review allowed the implementation shortcomings to be identified so that resolutions could be suggested, thus facilitating successful utilisation of the system. An evaluation of Operations Excellence programs utilised globally and at the case study organisation was carried out as part of a literature study. This research included the critical success factors and lessons learnt from the systems employed by others. Experimental field work was carried out to allow the critical evaluation of the implementation in the case study. The experimental method utilised a combination of qualitative and quantitative methods for data collection. The primary research instrument was a questionnaire designed to examine the degree in which critical success factors and Operations Excellence requirements were present in the organisation. The implementation shortcomings were successfully identified through the experimental work undertaken. These shortcomings, together with the review of the available literature on Operations Excellence, allowed for the proposition of recommendations with the objective of successful utilisation of Operations Excellence programs for large enterprises. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2014

Operations improvement methodologies have been adopted by manufacturing companies since the early 20th century. Japanese manufacturers were able to offer products of high quality and efficient production costs through systems such as Lean. Manufacturers in the West soon adopted systems of their own thereafter. Operations Excellence is a generic term used to describe such systems, and can be described as a management system delivering competitiveness through the continuous improvement of operational performance. This study provides a critical review of the implementation of an Operations Excellence program by examining the system adopted by a petrochemical company in South Africa. The review allowed the implementation shortcomings to be identified so that resolutions could be suggested, thus facilitating successful utilisation of the system. An evaluation of Operations Excellence programs utilised globally and at the case study organisation was carried out as part of a literature study. This research included the critical success factors and lessons learnt from the systems employed by others. Experimental field work was carried out to allow the critical evaluation of the implementation in the case study. The experimental method utilised a combination of qualitative and quantitative methods for data collection. The primary research instrument was a questionnaire designed to examine the degree in which critical success factors and Operations Excellence requirements were present in the organisation. The implementation shortcomings were successfully identified through the experimental work undertaken. These shortcomings, together with the review of the available literature on Operations Excellence, allowed for the proposition of recommendations with the objective of successful utilisation of Operations Excellence programs for large enterprises. / MIng (Development and Management Engineering), North-West University, Potchefstroom Campus, 2014

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.