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Showing 1-20 of 31 results
  1. Value stream map** with lean thinking model for effective non-value added identification, evaluation and solution processes

    The effectiveness of the application of value stream map** (VSM) highly relies on the analysis of current state map** (CSM) that focuses on...

    Rosmaini Ahmad, Rabiatul Fakhira Mohd Amin, Shaliza Azreen Mustafa in Operations Management Research
    Article 23 March 2022
  2. Application of VSM as a Process Management Model in a Seaport Container Terminal

    Ports are still conducting a big part of the port administration release cargo process paper-based, which increases the lead time and decreases the...
    Victoria Tsolidou, Dimitrios Folinas, Thomas Fotiadis in Computational and Strategic Business Modelling
    Conference paper 2024
  3. The Model Innovation and Organizational Structure: A Zoom Lens on Organizational Structure

    This chapter presents a comparison of the first 17 applications of the Model Innovation and Organizational Structure (or ‘the MIOS’) in...
    Chapter 2024
  4. Bayesian networks as a guide to value stream map** for lean office implementation: a proposed framework

    Bayesian networks (BNs) are recognized worldwide for their ability to work with reasoning involving uncertainty. BNs are formed by a directed acyclic...

    Tamie Takeda Yokoyama, Satie Ledoux Takeda-Berger, ... Enzo Morosini Frazzon in Operations Management Research
    Article 23 May 2022
  5. Analysis of Lean Manufacturing Technology Using Confirmatory Factor Analysis

    One of the systems which focused on reducing the waste in the manufacturing methods is Lean Manufacturing (LM), as it increased productivity at the...
    M. V. Jobin, T. RadhaRamnan, R. Sridharan in Flexibility, Innovation, and Sustainable Business
    Chapter 2022
  6. Investigation of the Potential to Use Real-Time Data in Production Planning and Control of Make to Order (MTO) Manufacturing Companies

    The integrated planning and control of logistics processes can be seen as one of the basic prerequisites for the successful implementation of smart...
    Manuel Woschank, Patrick Dallasega, Johannes A. Kapeller in Implementing Industry 4.0 in SMEs
    Chapter Open access 2021
  7. The Impact of Lean Construction on Construction Labour Productivity: A Systematic Review

    The construction industry cannot resist the promise of lean production, whose impact on quality, cost, and safety are well-documented. This study...
    Conference paper 2021
  8. Lean thinking in lean times for education

    Education is a valuable asset that contributes much to economic growth and social development. Due to the economic downturn of the last decade,...

    Andreas Kakouris, Eleni Sfakianaki, Marios Tsioufis in Annals of Operations Research
    Article 22 April 2021
  9. Cultural influence on consumer behavior under mass customization

    Before own empirical research in the form of a survey and an experiment about the cultural influence on mass customization are presented, the...
    Chapter 2020
  10. Fundamentals of culture research

    Every human is a carrier of culture, and as such, culture influences all aspects of people’s lives. Culture reveals in two layers, the concepta, and...
    Chapter 2020
  11. Contributions of Lean Thinking Principles to Foster Industry 4.0 and Sustainable Development Goals

    Have you ever noticed that during a production process, unecessary waste occurs, or excessive time is spent in particular areas? Or have you ever...
    Victor Bittencourt, Felipe Saldanha, ... Celina Pinto Leão in Lean Engineering for Global Development
    Chapter 2019
  12. Cultural-bound actions in mass customization – experiment

    This experiment explores the cultural-bound actions in mass customization by examining German and Chinese participants regarding their mass...
    Chapter 2020
  13. How to Get Things Done: A Practitioner’s Toolbox

    This extensive chapter is on “How to get things done”. It contains a sketch of the DMAIC (Define-Measure-Analyze-Improve-Control) approach, which is...
    Chapter 2020
  14. Uncertainty avoidance and the timing of employee stock option exercise

    We examine the impact of the cultural norm of uncertainty avoidance on employee stock option (ESO) exercise behavior using proprietary data from a...

    Francesco Bova, Marshall Vance in Journal of International Business Studies
    Article 07 June 2018
  15. Factors Influencing Implementation of Lean Manufacturing: Case on Manufacturing in Indonesia

    To be a winner in today’s business world means working efficiently. Efficiency as the primary key should be done on all aspects in a company....
    Hendro Lukman, Susanto Salim in Entrepreneurship in Technology for ASEAN
    Chapter 2017
  16. Lean Thinking and Organisational Learning: How Can They Facilitate Each Other?

    Academic study of both lean thinking and organisational learning has evolved and is now mature enough to warrant an in-depth review of the practices...
    Qing Hu, Pauline Found, ... Robert Mason in Understanding the Lean Enterprise
    Chapter 2016
  17. Komplexität braucht neue Formen der Zusammenarbeit

    Unsere Arbeitswelten verändern sich mit zunehmender technischer Digitalisierung und haben Auswirkung auf die Zusammenarbeit. Sie werden komplexer,...
    Daniela Röcker in CSR und Digitalisierung
    Chapter 2017
  18. III. Zu einem Analyserahmen für die Systemtypen des Einzelhandels

    Im vorangegangenen Teil der Arbeit wurde ein umfassender theoretischer Bezugsrahmen hergeleitet, welcher eine Integration von Viable System Model und...
    Chapter 2016
  19. Energy efficiency and risk management in public buildings: strategic model for robust planning

    Due to deregulations of the energy sector and the setting of targets such as the 20/20/20 in the EU, operators of public buildings are now more...

    Emilio L. Cano, Javier M. Moguerza, ... Yuri Ermoliev in Computational Management Science
    Article 04 July 2013
  20. Analyze

    The ANALYZE phase answers the question: “What are the root causes of the problem?” – Why is the current process not capable of fulfilling the...
    Stephan Lunau, Renata Meran, ... Christian Staudter in Six Sigma+Lean Toolset
    Chapter 2013
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