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Barriers and waste in the research grant application process in higher education through a Lean Six Sigma lens

Dempsey Mary, Brennan Attracta, McAvoy John

Management and Production Engineering Review

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2020

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Vol. 11, No. 3

119--127

EN

Higher education institutions (HEIs) typically generate income from two main sources; student fees and research income. In contrast, the predominant waste streams in HEIs tend to include; (1) assignment/examination mark submission process, (2) photocopying process and (3) the funding application process. Unintended internal process complexities and barriers typically aggravate the challenges already inherent in the research grant application process. Although Lean Six Sigma (LSS) has been adopted by a number of HEIs in Ireland, very few have adopted an integrated LSS approach for waste reduction in the research grant application process. To identify barriers and waste in the research grant application process within an Irish HEI in an EU environment, the authors used an online survey deployed to 240 academics and researchers. The survey response rate was 13%. The participating HEI in this pilot study generated an annual income (including student fees and research income) exceeding €240 million for the academic year 2017/2018. Using an LSS lens, this paper identified the primary waste in the research grant application process from an academic and researcher perspective to be; editing and revising applications, liaising and communicating with collaborators and waiting for information. Organised thematically, the main barriers were strategic thinking, collaborator identification and co-ordination, eligibility, process, time and support & mentoring. The results from this study can be used to inform the next stage of the research where empirical studies will be carried out in other HEIs to develop a practical roadmap for the implementation of LSS as an operational excellence improvement methodology in the research grant application process.

2

Application of value stream management to enhance product and information flows in supply chain networks – based on the example of web-based automotive retail business

Plapper P., Oberhausen C., Minoufekr M.

Management and Production Engineering Review

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2018

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Vol. 9, No. 2

13--19

EN

Due to globalized business operations, companies in different economic sectors are part of complex supply chain networks. Their value-added processes comprise product and information flows, e.g. with a focus on manufacturing, service or trade. Until the final product is delivered to the end customer, it needs to pass many different processes in cooperating organizations. As a result, there a lot of business-to-business (B2B) interactions with crossenterprise transactions, often including cross-border communications and sometimes even cross-industry trades with technological and often cultural implications. Especially the interfaces of supply chain networks are prone to inefficiencies, misunderstandings and delays due to a lack of standardized B2B transactions, which leads to waste in form of rework, errors and mistakes. In addition, new customers are hard to find for the manufacturing or trading company, since potential customers are so far limited to a regional network. The advantages of extending the customer base still need to be explored by many organizations. This paper discusses the opportunities by streamlining the communication along supply chain networks in a general fashion and then describes the application in a B2B automotive retail business. A concept of a web-based trading platform, which provides a seamless service for all steps of a convenient and efficient used vehicle remarketing business, is developed. It includes all phases, like offering and price finding in a comprehensive online platform, which also covers further activities, such as logistic services, financial transactions, and a mandatory feedback loop. The suggested B2B vehicle-trading platform enables a quick turnover of each transaction, which is analyzed and optimized based on the application of cross-enterprise Value Stream Management.

3

Wdrażanie nowoczesnych rozwiązań informatycznych priorytetem w strategii liderów 3PL

Bartczak L.

Logistyka

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2015

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nr 2

36--41, CD1

PL

Żeby spełnić oczekiwania zleceniodawców w aktualnej sytuacji gospodarczej oraz osiągnąć satysfakcjonujące wyniki finansowe, globalni liderzy 3PL widzą wyraźnie potrzebę transformacji swojego biznesu. Dążąc do stworzenia innowacyjnego modelu biznesu, przykładają odpowiednią wagę do rozwoju technologii, w tym nowoczesnych systemów informatycznych. Znajduje to odzwierciedlenie w strategii rozwoju firmy. Każde z rozpatrywanych przedsiębiorstw jest w trakcie realizacji projektu wdrażania supernowoczesnych systemów informatycznych w skali globalnej. Systemy te nie tylko pozwalają na osiągnięcie wysokiego stopnia standaryzacji procesów, ale również są wystarczająco elastyczne, by wspomagać realizację indywidualnych wymagań klienta. Jest to niezbędna inwestycja, która pozwoli umocnić pozycję rynkową liderów.

EN

3PL leaders are looking into ways of advancing their business model in order to satisfy customers’ needs and succeed in the current economic environment . CEOs believe that leading - edge technologies will be the key trend in transforming their business in the next five years . This is well reflected in the companies’ strategy of the transport , forwarding and logistics industry leaders. These t op four companies are presently engaged in a roll - out of the state - of - the - art IT platforms on a global scale. New systems can support highly standardized operational processes while they are still flexible enough to ensure that individual customer’s needs can be met. It is an essential investment that enables differenti ation of the product offering from competition and further strengthening of the leading position.

4

Wdrożenie systemu Lean Sześć Sigma

Świtek S.

Organizacja i Zarządzanie : kwartalnik naukowy

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2013

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nr 1

31--45

PL

Artykuł przedstawia połączenie dwóch podejść do usprawniania procesów – tj. szczupłego zarządzania i 6 sigma w jeden zintegrowany system lean six sigma, omawia jego główne elementy i dostarcza wskazówek, które pomogą w efektywnym wdrożeniu systemu ciągłego doskonalenia. Celem tej pracy jest przedstawienie kroków wdrażania tego połączonego podejścia na zasadach organizacji samouczącej się.

EN

In the article presented combining of two process improvement approaches – i. e. lean management and six sigma into one integrated lean six sigma system; there are described its key elements and provided hints helpful in successful implementation of the continuous improvement system. The purpose of the work is to present implementation steps of the combined approach to continual improvement based on rules of self-learning organization.

5

Validating knowledge and technology effects to operative sustainable competitive advantage

Takala J., Koskinen J., Liu Y., Tas M. S., Muhos M.

Management and Production Engineering Review

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2013

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Vol. 4, No. 3

45--54

EN

Purpose: This paper aims to present a fresh idea on how to model and examine the level of sustainable competitive advantage (SCA) with and without knowledge and /technology (K/T) effects in a case company’s operation by taking the manufacturing strategy’s development directions and the efficiency of resource allocation among its attributes into consideration. Design/Methodology/approach: In this paper, questionnaires are filled by two different managerial groups, company’s management team (G1) and company’s global directors (G2). The analyses based on G1, G2 and G1-G2 (mixed results) are performed and examined as well as the effect of knowledge and /technology rankings to observe the differences on how they effect on company’s operations strategy and what kind of strategy type that decision makers might follow. Besides, the effects of knowledge/technology rankings on SCA risk levels are examined on different case companies to perceive the similarities and differences with our case company. In this case study, the objectives are achieved based on several methodologies: manufacturing strategy index (MSI) [1] and sense and respond (S&R) methodology [2]. Findings: The achieved results through the model are found to be promising corresponding to the feedback from the respondents. Research limitations/implications: The model is applied only in a big sized B2B global company that produces power electronics products. Therefore, further tests need to be applied to the model in case of multiple companies from different sizes and areas to figure out the best formula in case of validation of strategic direction (MAPE, RSME or MAD). Practical implications: As a result of its wide applicability and its ease in arrangement the model has an enormous potential for strategic decision-making process and strategic analysis. Originality/Value:The model can provide a more dependable possibility of sustainable improvement to the corporate operational excellence and strategy.

6

Dynamic business model based on research in power electronics industry

Koskinen J., Takala J., Awali J.S.

Management and Production Engineering Review

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2013

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Vol. 4, No. 4

35--44

EN

The recent global economic crisis has caused an uncertain and challenging business environment and has battered managements that are running businesses all over the world. This paper focuses on new capabilities that can be used successfully in a fast changing business environment for improving firms’ efficiency. This research utilizes constructive approach including interviews and case studies. The relevant findings of the study are the elements of the key success factors: entrepreneurial strategy, R&D to market performance, dynamic operational excellence and innovativeness with links to the key actions which have led to new business model called dynamic business model (DBC). This research focuses on power electronics business industry which at the same time is a limitation. This research helps directors and managers to think more widely and make better decisions for the success of the company. This research results bring additional value of the previous studies regarding a firm’s key success factors and dynamic capabilities.

7

Wzrost bezpieczeństwa procesów poprzez wdrażanie Total Productive Maintenance

Urbaniak M.

Bezpieczeństwo Przemysłowe

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2009

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T. 3

86-90

PL

Celem artykułu jest przedstawienie koncepcji Total Productive Maintenance ukierunkowanej na podejmowanie działań zapobiegawczych i doskonalących przyczyniających się do zmniejszenia awaryjności infrastruktury, poprawy bezpieczeństwa procesów oraz podnoszenie kreatywności pracowników w zakresie wprowadzania innowacji procesowych oraz produktowych.

EN

The purpose of this article is presenting the Total Productive Maintenance conception which focus on the implementation corrective and improvement activities influencing on decreasing damage infrastructure, increasing safety of processes as well as increasing of the employees commitment in the introduction of process and product innovations.

8

Uwarunkowania związane z wdrażaniem systemów zarządzania bezpieczeństwem i higieną pracy

Urbaniak M.

Bezpieczeństwo Przemysłowe

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2008

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T. 2

129-133

PL

Celem artykułu jest przedstawienie uwarunkowań związanych z wdrażaniem systemów zarządzania bezpieczeństwem i higieną Wyniki prowadzonych badań wskazują, iż doskonaląc system zarządzania z wykorzystaniem cyklu procesowego PDCA firmy relatywnie często są zainteresowane wdrażaniem narzędzi związanych z rozwijaniem obszaru EH&S (Environment, Health and Safety) opartych na wymaganiach standardów zarządzania bezpieczeństwem i higieną pracy zarówno krajowych (w Polsce PN-N 18001), a także międzynarodowych (OHSAS 18001).

EN

The purpose of this article is presenting the conditioning with the implementation of health and safety management systems. The results of empirical studies indicated the companies which improve the management systems used PDCA process' cycle are relative frequently interested to introduce the tool which are connected with EH$S area (Environment, Health and Safety) which are based on the national (in Poland PN-N 18001) as ell as international requirements (OHSAS 18001).

9

Doskonalenie systemów zarządzania

Urbaniak M.

Bezpieczeństwo Przemysłowe

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2008

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T. 1

9-15

PL

Celem artykułu jest przedstawienie wykorzystywanych przez przedsiębiorstwa narzędzi pozwalających doskonalić systemów zarządzania jakością. Wyniki prowadzonych badań wskazują, Iż doskonaląc systemy zarządzania z wykorzystaniem cyklu procesowego PDCA firmy najczęściej częściej są zainteresowane wdrażaniem narzędzi związanych z rozwijaniem obszaru EH&S (Environment, Health and Safety) opartych na wymaganiach standardów w zakresie zarządzania środowiskowego, zarządzania bezpieczeństwem i higieną pracy.

EN

The purpose of this article is presenting the tools which are used for the improvement of quality management system. The results of empirical studies indicated the companies which improve the management systems used PDCA process' cycle are more frequently interested to introduce the tool which are connected with EH&S area (Environment, Health and Safety) which are based on the requirements of environmental management standards, health and safety management standards.