The purpose of this paper is to present empirical evidence about the relationship between the characteristics of Six Sigma projects, as drivers of innovation, and financial performance at organisational and operational levels. The findings were obtained through the analysis of 83 projects of a big automobile corporation, carried out in its industrial plants operating in North America, Europe, and South America. Statistical treatments were performed to analyse the occurrence of several project characteristics, such as areas focus, innovativeness of change, tools used, and average duration of the project. There was an indication that longer Six Sigma projects that involve more people are those that produce the best financial results. Statistical evidence was obtained to affirm that Six Sigma enhances the capacity to address incremental innovation, and that the adoption of Six Sigma impacts directly on financial performance. There is no statistical evidence that Six Sigma enhances the capacity to address radical innovation and that the number of tools used affects the project?s financial result. Most of the projects studied presented basically incremental innovations; however, radical projects have a greater financial impact when applied to the design and redesign of new products and processes.

There has been an increasing consumer demand for local and organic food as they are considered to be more sustainable, ecological and healthier. The ‘conventional’ long food distribution system is not able to fulfill the current needs. Consequently, short distribution systems for local and organic food have been gaining popularity that is not only sustainable but also contribute to food security and satisfies local consumer demand. Alternative food networks (AFNs) address these concerns. They have emerged as a food provisioning system linked with reciprocal ties that promote a sustainable and civil economy, environment, biodiversity and respect for farming tradition. However, the AFNs are facing a challenge to maximize the distribution of local and organic products in the long term. The purpose of the paper is to make a review of the existing short food distribution systems for local and organic food and propose a research agenda. In order to achieve this, a literature review is conducted and different food distribution channels within AFNs are studied. The challenges for each food distribution channel are identified and then compared to ‘conventional’ distribution systems. As a main finding of the study is presented a framework with the main challenges of the existing short food distribution channels within AFNs. This gives the general criteria to consider while designing a short food distribution system that closely connects consumers and farmers of local and organic food. The policy implication is to create favorable conditions to encourage short food distribution systems in the long term.

This work addresses the process of opening enterprises (grant of license) in a municipality. The purpose is to perform the identification, analysis and redesign of the process of granting permits to private companies, then making a proposal for improvement. The chosen method was a case study, using a qualitative approach according to the BPM methodology to respond: how to improve and accelerate the grant of a license? As a result, the proposed model used the best practices for business registration to reduce the time to 70%, and using half of the involved sectors. The conclusion is that it is possible to reduce bureaucracy and increase the efficiency of public administration with the applied methodology. 

Ovaj rad se bavi procesom otvaranja preduzeća (izdavanje dozvole) u opštini. Osnovni cilj ovog rada je da se identifikuju, analiziraju i redizajniraju procesi izdavanja dozvola privatnim preduzećima, nakon čega su prikazani predlozi za poboljšanje. Odabrana istraživačka metoda bila je studija slučaja, a primenjen je kvalitativni pristup prema metodologiji BPM-a kako bi se dali odgovori na pitanje: Kako poboljšati i ubrzati izdavanje dozvole? Kao rezultat, predloženi model koristi najbolje prakse za registraciju preduzeca u cilju smanjivanja vremena trajanja registracionog procesa za 70% uz eliminaciju polovine postojećih službi uključenih u posmatrani process trenutno. Zaključak je da je moguće smanjiti birokratiju i povećati efikasnost javne uprave primenom ove metodologije. 

This paper uses simulation to explore the performance of a two-stage procedure where a preliminary Shapiro–Wilk test is used to choose between ANOVA and the Kruskal–Wallis test as three-sample location test. The results suggest that the two-stage procedure actually seems to be preferable when conducting such location tests.

The aim of this research is to examine how lean has been implemented in the geriatric care sector in a municipality in Sweden. The research focuses on implementation experiences and challenges encountered. The research method used is a case study using interviews and observations for data collection. The findings indicate that there are many advantages of lean in the geriatric care sector, such as better communication, organisation and workflow. The lean implementation worked as an eye-opener and created a situation, where the employees realised a great deal of waste in the daily operations. In addition, lean tools helped to reduce the waste. The findings also indicate that there are some challenges of lean in the geriatric care sector, such as the difficulty to create long-lasting lean commitment. A lack of follow-ups, decreasing interest from senior management and lack of a holistic view were the main issues in the case organisation.

In order to stay competitive in today's marketplace, it is vital to reduce activities that do not create value. Lean production has in the last decade been seen as a philosophy to reduce non-value time. The office environment often presents a major improvement opportunity to reduce non-value time. Lean contributes positively to business performance applied in a manufacturing context and is also suggested to do the same in a service context. The purpose of the paper is to analyse and determine how total productive maintenance (TPM) can be applied within the support process and to identify effects from an employee and business perspective. A case study has been performed and a qualitative research approach was selected. Empirical data were gathered by using semi-structured interviews at one case company, but from several teams that had applied TPM. The result was then used as an inductive approach to explore how TPM can be applied in a support process. To implement and apply TPM within an office context, it should be structured in three steps (i) define, (ii) implement and (iii) sustain. TPM should be conducted as a part of the ordinary day-to-day work. The planning and discussions connected to TPM can be included in regular daily departmental stand-up meetings' involving everybody. The work with 5S and maintenance should also be a part of the TPM structure, connecting it as a system and not as an isolated activity. TPM can create value from both a business and an employee perspective. In the employee perspective, TPM reduces the risk of missing/forgetting areas of responsibility and creates more involvement. In the business perspective, objectives such as cost and quality are improved, but TPM also enables the reduction of waste.

Purpose: The aim of this research is to examine how lean has been implemented at geriatric care in a municipal department in Sweden, focusing on the experiences and challenges of the employees, together with the strengths and weaknesses of the lean philosophy.

Design/methodology/approach: The primary method used was a case study with interviews and observations on spot, in combination with a literature study. All with the intention of defining and describing lean, its value, and how organizations generally apply lean.

Findings: All sources of information have shown that there are many advantages with lean such as better communication and a better-organized workplace. In addition, lean tools help to eliminate non-value adding activities (waste). However, implementations also bring about issues and challenges such as the difficulty of creating a long lasting lean commitment. A lack of follow-ups and the decreasing demand for lean from the executives have been the main issues within the geriatric care. The next step might be to create a common organizational culture, which is permeated with continuous improvements, focusing on value-adding activities for the residents and others stakeholders.

Originality/value: Very few studies have addressed lean implementation in geriatric care as well as in a municipal department.

Purpose: The aim is to examine if the joint-use strategy of Lean Six Sigma can improve flexibility, robustness, cost-efficiency, and agility at the same time.

Design/methodology/approach: A single case study including a Swedish company from the telecom manufacturing industry was conducted.

Findings: A Lean Six Sigma strategy ensures more flexible, robust, and efficient processes. However, to make them agile, something more is required. This could include training the staff, strengthening company culture and collaborating with key partners in the supply chain.

Research limitations/implications: This study is limited to large companies that usually have a lot of resources and choices where to put the strategic emphasis. The situation could be very different in small and medium-sized companies.

Practical implications: This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes.

Originality/value: This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy.

Purpose – The purpose of this paper is to elaborate, how the use of a joint-use strategy of Lean and Six Sigma can improve flexibility, robustness, and agility. Telecom manufacturing has been under tremendous change after dot.com bubble burst in the early 2000, and new competition has originated from Asia. Being successful requires now more than before, and joint-use of strategies is one option to survive.

Design/methodology/approach – A single case study from a Swedish company operating in the telecom manufacturing was conducted. In particular, a Six Sigma project was followed and analyzed during 2002. However, the outcome of the Six Sigma project has been studied in longitudinal manner until 2014.

Findings – The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today's highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain.

Research limitations/implications – This study is limited to large company that usually has a lot of resources and choices where to put the strategic emphasis as well as has level of control of the supply chain operations. The situation could be very different in small and medium-sized companies and thus it may be more difficult to realize the Lean Six Sigma strategy in such environment. On the other hand, the processes in these companies are often less complex.

Practical implications – This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes as well as how to perform a Six Sigma project in Lean environment, in a proper manner.

Originality/value – This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy. The paper will also serve as a basis for other companies and industries, on how to survive in difficult times.

TPM in a Lean office environment can create values both in a business and an employee dimension. In the employee dimension TPM reduces the risk of missing/forgetting areas of responsibility and creates more involvement. In the business dimension objectives such as cost, quality and supporting the reduction of waste improved. Preventive maintenance meetings can be included and performed once a month in the ordinary departmental “stand-up meetings”. Methods like 5S, which need to be updated on a continuous basis, and standardized maintenance should also be connected to the TPM work. But first all employees should be trained in order to have the same direction/behavior.