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.

Since the early part of the new millennium the student application rate has declined in the field of engineering. At the same time the demand from companies has changed to more general degrees that also include international experience. As the world becomes evermore internationalized, companies need employees who can operate in the international market with insights into business culture across the globe with knowledge of sustainable development. All this was an enabler to start to think “out of the box” in order to design a new program. The name ofthe program is ‘International Business Engineering’, a three-year bachelor’s program, 180 ECTS. It includes main subjects such as business, quality, logistics, operations research and management. A mix that provides overall knowledge, catering to the needs in international careers. The program embraces a multi-national and multi-cultural outlook and an education that enables work for a sustainable development, integrated in the global economy. It starts with three semesters in Sweden. The fourth semester is located to Campus Thailand and the last semester gives the students an opportunity to do their thesis work in a number of countries around the world. It commenced in 2009 with 40 students, only half of which were Swedish. All courses are given in English by teachers from Sweden, Thailand, Cuba, South Africa etc. This first year there were 5 000 applicants from 80 countries. The courses often include group work, which also gives the students insights into and knowledge of cultural differences.

Campus Thailand is located at the Asian Institute of Technology (AIT). A semester there makes the students part of a multi-cultural student environment. AIT has become a leading regional institution and is working towards technological and sustainable development in Asia and the area around the Pacific. CSR Asia is involved at AIT, teaching the students and performing field trips for the students in the South Asian region, including Cambodia, Myanmar, Laos, Thailand and more. Around 70 percent of all students and staff are international withover 40 nationalities represented, giving important international contacts for the future. Cooperation with the Thai-Swedish Chamber of Commerce and its many member companies enables the students to carry out internships with global companies such as SAS, ABB, Volvo, Electrolux and Husqvarna. To date (2013), 70 students have studied in Thailand and over 40 students have performed an internship in companies in Bangkok. From the first batch of students, two are now employed in Bangkok. Currently, the program has ten full-paying fee students.