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  • 1.
    Andersson, Roy
    et al.
    Högskolan i Jönköping, Tekniska Högskolan, JTH, Industriell organisation och produktion. Högskolan i Jönköping, Tekniska Högskolan, JTH. Forskningsmiljö Industriell produktion.
    Manfredsson, Peter
    University of Borås, Sweden.
    Lantz, Björn
    Chalmers, Gothenburg, Sweden.
    Total productive maintenance in support processes: an enabler for operation excellence2015Ingår i: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371, Vol. 26, nr 9-10, s. 1042-1055Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    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.

  • 2.
    Oprime, Pedro Carlos
    et al.
    Production Engineering Department, Federal University of São Carlos, São Carlos, Brazil.
    Pimenta, Márcio Lopes
    School of Business and Management, Federal University of Uberlândia, Uberlândia, Brazil.
    Jugend, Daniel
    Production Engineering Department, São Paulo State University (UNESP), Bauru, Brazil.
    Andersson, Roy
    Högskolan i Jönköping, Tekniska Högskolan, JTH, Logistik och verksamhetsledning.
    Financial impacts of innovation in Six Sigma projects2019Ingår i: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    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.

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